8CIOReview | | OCTOBER 2020NOT JUST ANOTHER LEADERSHIP DEVELOPMENT PROGRAMPredictions, predictions, predictions. Everywhere you turn, there are predictions about the future of work. As computing, data, artificial intelligence and universal connectivity converge, organizations must re-evaluate their business strategies to ensure long-term success. And we aren't talking small tweaks; we are talking major transformations. In fact, a recent Harvard publication said 54 percent of organizations are currently amid transformation.What may surprise many is that the business transformation itself is not even the hardest part. While understanding where you want to go and how to stay competitive is important, it does not change the skills, mindset and behaviors of the people required to get you there.Adding further to this complexity is that global skills are evolving at a pace we have never seen. Shifting demographics are causing global talent shortages, and we are no longer competing just for human talent, but also machine talent. In this new world, our lives as leaders have never been harder.Managing through the complexityRemaining agile and building the resilience required to execute in this climate are not industry-specific problems. Ambiguity and uncertainty are challenging for even the most nimble leaders. To succeed in this new world, leaders will need a different set of social, organizational and personal skills.There's never been a more compelling case for changing the way we, as Human Resource practitioners, think about developing our talent, and more specifically, how we develop our leaders. While leadership development can often be described as soft and squishy, today it is a critical differentiator, with recent estimates showing that spending in this area is as high as $50 billion annually. An increase in leadership development spending, however, does not mean we automatically crack the code to building leaders with the skills, mindset and behaviors this new climate requires. With transformation success on the line, it will take more than just dollars. Re-thinking the way leaders need to learnThe next leadership development program you roll-out can't be just another standard program--meaning that to provoke the change needed to remain competitive in today's world, it's time to do things differently.1. Getting leaders to understand the skills they need both in the short-term and in the future should be done in a way that meets them where they are. Building critical leadership skills like growth mindset, resilience and learning agility, needs to happen naturally and intentionally, embedded into real-world business problems. Partner with the business to truly understand the current state and then put learning By Shelly Holt, Ex-Vice President of Learning & Development, Expedia Group [NASDAQ: EXPE], Chief People Officer, PayScale IN MY OPINION
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