Chapter
24
Leadership and Management Development
325
Case studIes
Cargill
Cargill is an international provider of food, agricultural and
risk management products and services. Those in Cargill’s
different talent pools, such as the ‘Next Generation
Leaders’ and ‘Emerging Leaders’ undertake both formal
and informal development. In Cargill’s high-performance
Leadership Academy, entrants learn about the fundamentals
of leadership and management in the company and work
through a number of accelerated leadership modules,
gaining the knowledge to enable them to lead Cargill busi-
nesses. All of these courses are interspersed with more
challenging projects and work assignments. Cargill corpo-
rate leaders also take part in the Leadership Academy,
where they learn transformational leadership skills and
the essentials of coaching and mentoring in formal
programmes and informal learning activities, all of which
form an important part of their leadership development.
Diageo
At Diageo, the international beverages company, a series
of development strategies, particularly for leadership, have
been based on Diageo’s five values, which were created as
the common heartbeat of all the component businesses.
The values – ‘Be the best’, ‘Passionate about consumers’,
‘Proud of what we do’, ‘Freedom to succeed’ and ‘Valuing
each other’ – have become central to Diageo’s success,
alongside a comprehensive performance management
framework. Conversations about performance are now on
a ‘partnership’ basis, where managers, with their employees,
are expected to discuss the latter’s aspirations and how
their growth needs can be satisfied by the business.
The company’s first leadership development programme,
1998’s ‘Building Diageo talent’, was designed to help link
strategy and organizational performance with individual
performance. This had many components, including
coaching and benchmarking for leadership development
for 4,000 managers. Over the past six years the company’s
leadership training has evolved to focus more on building
‘a core Diageo mindset’. The senior team has prioritized
developing a ‘total talent strategy’ and HR processes
have been thoroughly embedded in management thinking
worldwide.
HML
As described by Spackman (2010), at HML (a financial
services company) the leadership development programme
for middle and senior managers consisted of the following
elements:
●
individual 360-degree feedback;
●
orientation event – introduction and contracting;
●
action learning sets (sets of six people, three sets in
one programme group);
●
four modules: profit, client, effectiveness,
engagement;
●
big event – transformational residential learning;
●
self-directed modules;
●
individual 360-degree feedback – benchmark scores;
●
accreditation and celebration event.
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