Leadership Is the Answer, But What Is the Question?

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In break-out session after break-out session at the ATD 2015 International Conference & Exposition , presenters cited dismal statistics from renowned consultancies’ research that showed the majority of senior leaders among the largest companies in the world did not see their leadership development programs producing succession-worthy candidates. What’s more, only a minority of organizations apparently consider that to be a top priority, which gave me pause. It left me wondering if I could somehow obtain a list of those companies so I could divest them from my retirement portfolio.

In break-out session after break-out session at the ATD 2015 International Conference & Exposition, presenters cited dismal statistics from renowned consultancies’ research that showed the majority of senior leaders among the largest companies in the world did not see their leadership development programs producing succession-worthy candidates. What’s more, only a minority of organizations apparently consider that to be a top priority, which gave me pause. It left me wondering if I could somehow obtain a list of those companies so I could divest them from my retirement portfolio.

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Indeed, Deloitte’s Global Human Capital Trends for 2015 reported that “86 percent of all surveyed HR and business leaders cite leadership as one of their most important challenges,” but only “6 percent of companies feel fully ready to address their leadership issues, only 10 percent feel comfortable with their succession program, and only 7 percent have strong programs to build Millennial leaders.” This is nothing new. In fact, the report characterizes this as a “perennial issue.”

Indeed, Deloitte’s Global Human Capital Trends for 2015 reported that “86 percent of all surveyed HR and business leaders cite leadership as one of their most important challenges,” but only “6 percent of companies feel fully ready to address their leadership issues, only 10 percent feel comfortable with their succession program, and only 7 percent have strong programs to build Millennial leaders.” This is nothing new. In fact, the report characterizes this as a “perennial issue.”

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However, some 10,000+ talent development professionals who gathered from around the world to attend ATD 2015 were clear: leadership is the answer. Perhaps what we’ve lost is the question. Here are two questions posed at the conference that are starting to take root.

However, some 10,000+ talent development professionals who gathered from around the world to attend ATD 2015 were clear: leadership is the answer. Perhaps what we’ve lost is the question. Here are two questions posed at the conference that are starting to take root.

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The first question of note was posed by Sugata Mitra in his opening keynote: “How do you ensure inclusive and equitable quality education and promote lifelong learning opportunities for all?” Mitra shared his work that starts to address this issue, recalling what happened when he placed a computer in a “hole in the wall” in a Delhi slum. He explained that it started a revolution of self-organized learning environments, which were demonstrably powerful for children with promise for adults. Do you know what he found that they need to guide the learning? A big, interesting, and compelling question.

The first question of note was posed by Sugata Mitra in his opening keynote: “How do you ensure inclusive and equitable quality education and promote lifelong learning opportunities for all?” Mitra shared his work that starts to address this issue, recalling what happened when he placed a computer in a “hole in the wall” in a Delhi slum. He explained that it started a revolution of self-organized learning environments, which were demonstrably powerful for children with promise for adults. Do you know what he found that they need to guide the learning? A big, interesting, and compelling question.

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The second question that stood out: “How do we promote inclusive and sustainable economic growth with full and productive employment and decent work for all?” Andrea Jung , former CEO of Avon, and now CEO of Grameen America had some compelling answers—having led not one, but two, organizations with the clear aim to increase the earning power of individuals who might not otherwise have that opportunity. In her short list of lessons learned, she noted, “Doing good is as important as doing well. Contributing to greater social good has to be a barometer of success for any organization. There’s nothing like social responsibility and community outreach to serve as a powerful way to unite employees worldwide.”

The second question that stood out: “How do we promote inclusive and sustainable economic growth with full and productive employment and decent work for all?” Andrea Jung, former CEO of Avon, and now CEO of Grameen America had some compelling answers—having led not one, but two, organizations with the clear aim to increase the earning power of individuals who might not otherwise have that opportunity. In her short list of lessons learned, she noted, “Doing good is as important as doing well. Contributing to greater social good has to be a barometer of success for any organization. There’s nothing like social responsibility and community outreach to serve as a powerful way to unite employees worldwide.”

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Those two questions address some of the foundational underpinnings of global challenges from the list of 17 sustainable development goals to be ratified in September by the United Nations. Arguably, for the first time in history, the world will have one set of goals developed through a highly collaborative, global process in which as many voices were heard as possible. Daunting? You bet. But that’s why we need talented people and visionary leaders who will not only ask the tough questions but work to engage their spheres of influence to help solve them.

Those two questions address some of the foundational underpinnings of global challenges from the list of 17 sustainable development goals to be ratified in September by the United Nations. Arguably, for the first time in history, the world will have one set of goals developed through a highly collaborative, global process in which as many voices were heard as possible. Daunting? You bet. But that’s why we need talented people and visionary leaders who will not only ask the tough questions but work to engage their spheres of influence to help solve them.

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Re-Imagining Global Leadership Through Triple-Wins

Re-Imagining Global Leadership Through Triple-Wins

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I like the chances of Digital Globe and their work with Capsim, which also was highlighted at the conference, to develop an immersive, immediately applicable leadership simulation that is designed to drive intellectual understanding as well as emotional intelligence. One of the most impactful outcomes of this solution is that leaders started asking better questions—about needs, about the environment, and about how their actions would impact other people.

I like the chances of Digital Globe and their work with Capsim, which also was highlighted at the conference, to develop an immersive, immediately applicable leadership simulation that is designed to drive intellectual understanding as well as emotional intelligence. One of the most impactful outcomes of this solution is that leaders started asking better questions—about needs, about the environment, and about how their actions would impact other people.

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SAP , another featured presenter at the conference, takes that approach to leadership development one step further. Instead of an internal immersion program, they place high-performing employees directly into short-term assignments in underserved communities—those places in the world where the greatest challenges facing humankind cannot be ignored. The program generates a triple win:

SAP, another featured presenter at the conference, takes that approach to leadership development one step further. Instead of an internal immersion program, they place high-performing employees directly into short-term assignments in underserved communities—those places in the world where the greatest challenges facing humankind cannot be ignored. The program generates a triple win:

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   participants accelerate both the intellectual and emotional intelligence with regards to new cultures and new markets

   participants accelerate both the intellectual and emotional intelligence with regards to new cultures and new markets

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   host clients gain access to “pro bono” professional expertise that would otherwise be unavailable

   host clients gain access to “pro bono” professional expertise that would otherwise be unavailable

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   companies gain new insight into fast growing markets, engaged and experienced leaders, and well deserved reputations for making a positive social impact.

   companies gain new insight into fast growing markets, engaged and experienced leaders, and well deserved reputations for making a positive social impact.

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“What I learned there (during the Social Sabbatical in Colombia) is that with the right people on a team, anything is possible,” said Rainer Stern, global vice president of SAP sales leadership programs, “But you have to be very, very clear on what you want to accomplish.”

“What I learned there (during the Social Sabbatical in Colombia) is that with the right people on a team, anything is possible,” said Rainer Stern, global vice president of SAP sales leadership programs, “But you have to be very, very clear on what you want to accomplish.”

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Bottom line: Leadership is the answer. What is the question? Define that first…then develop and empower leaders at every level to address it.

Bottom line: Leadership is the answer. What is the question? Define that first…then develop and empower leaders at every level to address it. 

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Editor's Note: Laura Asiala presented “Change Your Leaders from the Inside Out: SAP’s Social Sabbatical” at ATD 2015, alongside Susan Camberis, Leading Talent Sustainability; Madeleine Homan-Blanchard, The Ken Blanchard Companies; and Rainer Stern, SAP.

Editor's Note: Laura Asiala presented “Change Your Leaders from the Inside Out: SAP’s Social Sabbatical” at ATD 2015, alongside Susan Camberis, Leading Talent Sustainability; Madeleine Homan-Blanchard, The Ken Blanchard Companies; and Rainer Stern, SAP.