Leadership is not learned in a classroom, but in the field - amid real-world complexities. How can we capture the dynamic process by which “high potentials” become capable leaders? We define what it takes to be a leader, a global leader, and a future leader. We discuss leading in turbulent times, trends in leadership development, and more:
- Filling the Global Pipeline: How Are Organizations Attracting, Developing and Retaining Local Talent?
- Developing Leaders Who Can Foster Innovation
- 70/20/10 — How Are Companies Embedding the 70% (Experiential Learning) into Day-to-Day Work?
- Measuring Potential and Crafting IDPs Specific to Developmental Needs
The Council provides a forum and ongoing network for sharing emerging and best leadership development practices on a global scale. Council members are invited to share concepts and challenges, best practices, and solicit feedback on program roll-outs with knowledgeable colleagues.
- BASF
- Ball Corporation
- Booz Allen Hamilton Inc.
- Chevron Corporation
- Cigna
- EY
- Eli Lilly and Company
- Federal Reserve Bank of Chicago
- Fidelity Investments
- Fluor Corporation
- General Mills, Inc.
- General Motors Company
- Intermountain Healthcare
- Johnson Controls, Inc.
- Lowe's Companies, Inc.
- Microsoft Corporation
- Qualcomm
- State Farm Insurance
- T. Rowe Price Associates, Inc.
- U.S. Navy
- Visa Inc.
Enduring relationships with trusted peers are the core of the Council experience. Enhanced by our global, enterprise-wide reach, these relationships span the world and extend the value of Council membership. Confidential peer dialogue provides you with a broader perspective and shared experiences, as well as access to specific knowledge and best practices.
- Collective problem solving that puts your issue on the agenda
- Benchmarking through regular surveys of Council members about relevant company practices
- Multifunctional insights generated by the wealth of perspectives gathered from 125+ Councils (covering more than 50 functions) that work together across geographies
- Virtual communities that extend learning opportunities through a variety of online forums and other resources
I rarely go to leadership development seminars as the content is usually high level and doesn’t allow for discussion around the real issues. However, I always find time to attend the Leadership Development Council because we spend the majority of the time sharing lessons learned and coaching each other on how to implement leadership development in our companies.
Chris Arvin, Caterpillar Inc.
I love my Council membership. It is a place to discover, dialogue and dive deep into the topic of Leadership Development. It has been an invaluable to me to be able to network with my peers across many different industries.
Lisa Gary, Wachovia Corporation
Senior executives responsible for leadership development strategy in their organizations. Membership is by invitation only.
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Michelle Blieberg
Program Director, Leadership Development Council and Member of the Human Capital Advisory Council |
