Webinar
The DNA of Value in the 21st Century Global Economy
Oct 22nd, 2008

Breakfast Club
Learning's Value to the Enterprise

Thu October 16th, 2008 7:30 am
Westin Copley Place, Boston, Massachusetts

Breakfast Club
Learning's Value to the Enterprise

Thu October 30th, 2008 7:30 am
Hyatt Regency Washington on Capitol Hill, Washington, District of Columbia

CLO Symposium
Beyond Boundaries:
Learning's Impact Across the Organization
April 6th — 8th, 2009
Loews Miami Beach Hotel, Miami Beach, Florida

CLO Symposium
Peak Performance:
Pushing Your Enterprise to the Top
September 28th — 30th, 2009
The Broadmoor, Colorado Springs, Colorado

CLO Symposium
Beyond Boundaries:
Learning's Impact Across the Organization
April 6th — 8th, 2009
Loews Miami Beach Hotel, Miami Beach, Florida

CLO Symposium
Peak Performance:
Pushing Your Enterprise to the Top
September 28th — 30th, 2009
The Broadmoor, Colorado Springs, Colorado

See More Events

---

Industry News

 

New Leaders Don’t Get Coaching Needed for Success, Says Survey

Print this Article

 

Philadelphia — June 30
Only 23 percent of new leaders — or employees who have advanced from being individual contributors to supervising or managing others — receive the coaching they need to reach their full development potential, according to a survey conducted by Right Management, a provider of integrated human capital consulting services and solutions across the employment life cycle.

“While organizations see value in providing coaching to strategic and developing leaders, coaching is not offered as frequently to new leaders,” said Steve Cohen, senior vice president of global project management, for Right Management’s Leadership Consulting Practice.

Right Management surveyed 656 human resource professionals in North America and found that organizations consistently provide coaching to these levels of employees as part of leadership development initiatives:

• 29 percent of developing leaders (vice presidents, directors, and managers) receive coaching.
• 35 percent of executive/strategic leaders (chief executive officers, department heads, and senior vice presidents) receive coaching.
• 23 percent of new leaders (supervisors and high-potential employees) receive coaching.

“Most new leaders advance in their careers due to their proficiency with technical skills, but they don’t necessarily have the leadership abilities needed for success in their higher-level positions,” said Cohen.

“New leaders need as much development as strategic and developing leaders. They are the future leaders of the organization. Smart organizations focus their resources to develop these individuals and ensure they deliver on their much-anticipated success.”

Cohen believes new leaders would benefit most from coaching in emotional intelligence skills. “Coaching in emotional intelligence provides self-awareness, builds management and social skills, and assists one to become more empathetic toward others and more understanding of oneself. New leaders don’t need coaching in technical skills as much as they need guidance in how to treat others.”

To learn more about coaching leaders of all levels, read the book by Right Management’s Margaret Butteriss on Coaching Corporate MVPs: Challenging and Developing High Potentials.

For more info: http://www.right.com

October 2008
The Emperor’s New Clothes
by Joel Gendelman

Say you’ve finally arrived in the C-suite as a chief learning officer or vice president. Now that you are sitting at the big table, there are a few things you may wish to avoid.

October 2008
Internet Inside
by Jay Cross

Imagine having your own, custom version of the Internet running behind your firewall.

October 2008
Overcoming Barriers to Measurement
by Michael E. Echols, Ph.D.

When we fail to show why our budget requests are more valuable to the firm than alternative investments, we are at the mercy of guesses — ours and the finance manager’s.

ADVERTISEMENT

Profile

October 2008
From Portfolios to People
by Brian Summerfield

Although he didn’t start out in learning, HP CLO Sam Szteinbaum has taken to his current role with gusto.

Case Study

October 2008
An Accredited Learning Organization
by Dr. Chris Hardy

For Defense Acquisition University, getting accredited was a natural progression that drove the integration of continuous improvement and performance management.

Business Intelligence

October 2008
Tying Learning to HR to Create People Advantage
by Jeff Kristick

When learning is connected to critical elements of talent management, the result is greater than the sum of its parts.