Developing-Leaders-issue-31-2019

62 | Developing Leaders Issue 31: 2019 Executive DEVELOPMENT These shifts in culture do not come without their own issues though. For some the additional responsibilities are not initially embraced. Dinwoodie understands that this has to be managed “what we’re seeing at some organizations is that people are feeling disempowered and they feel like they could be doing more, they feel like they could be contributing more and this is a tool that I think helps managers release that desire to contribute in other people. Where before people were feeling, “Oh, that kind of stuff, the manager’s supposed to be doing that, they get paid for that. That’s their job.” And now it’s more like, “Wow, this is just the way we should be working together,” and it does feel empowering for people. Sort of democratise leadership development.” CCL is also using AI to help plot out how best to design culture transformation interventions. For over 40 years CCL has been collecting research data related to all aspects of challenges faced by managers and leadership effectiveness. Their data scientists can now use all this in predictive analytics applications to map how current leaders will perform in the future under different conditions. Dinwoodie is excited by one application that can crunch this data and indicate the impact different development initiatives could have on employee engagement, and with that insight they can design programs that lever specific issues within the organization, such as shaping culture or building agility or promoting effective communication, that have been shown to be most statistically relative to increasing engagement – and then build a program around that. “It gives us pointers for the design but even more interestingly it allows us to track the results of organizational transformation efforts over time with empirical data,” notes Dinwoodie. n A tool that helps managers release that desire to contribute in other people

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