You create better results when you develop and retain your talent.
By working with strategic talent development, you'll be equipped to meet the challenges of the future and achieve your overall goals.
We are specialists in strategic talent development for leaders, and we help both private and public organizations with tailor-made programmes that solve your specific talent challenges.
We start with four focus areas that ensure impact and anchoring throughout the organization:
We translate these into a number of key performance areas and competencies that the talent development program will target.
Focus on the fact that different roles in the organization require different skills, priorities and values to succeed.
The organization's ability to build talent communities of qualified leaders and employees with active practice lanes.
Clear career paths for both leadership and specialist talent and an active talent pool within organizations.
Our work with talent development is based on many years of practical experience combined with the latest research in the field. We are particularly inspired by DEA's think tank for leadership talent development, which gathered best practice in talent research, and by the talent development work of 20 leading private and public organizations (Novo, Grundfos, Vestas, Maersk and others, published in Hverdagens Talentudfordringer by LEAD founder Thorkil Molly-Søholm, F. Jørgensen and others).
We tailor all courses to the individual organization, and we make sure to prepare you so that the effect is maintained and the development continues after our collaboration has ended.
Everyone has the potential to develop if they want to. And talent development is best done as practically as possible. These are two key assumptions when working with talent development.
We also draw on many years of practical experience combined with the latest research in the field. We are particularly inspired by DEA's think tank for leadership talent development, which gathered best practice in talent research, and by the talent development work of 20 leading private and public organizations (Novo, Grundfos, Vestas, Maersk and others, published in Hverdagens Talentudfordringer by LEAD founder Thorkil Molly-Søholm, F. Jørgensen and others).
We tailor all courses to the individual organization, and we make sure to prepare you so that you maintain the effect and development continues even after our collaboration has ended.
Partner
How do you develop the leaders who will future-proof the solution of future municipal and regional tasks throughout North Jutland?
LEAD is working with nine North Jutland municipalities and the North Denmark Region to solve this significant challenge. The collaboration is called "Talent Nord" and the ambition is to develop the future leaders of North Jutland together.
Participants are managers of employees and managers of managers who have the ambition and will to take the step towards the next leadership challenge in one of the participating municipalities or in the North Denmark Region. The programme runs for one year and alternates between classroom training and apprenticeships in your own organization, where each talent is assigned two mentors who will support the talent throughout the programme.
Read more about Talent Nord at talentnord.dk.
In collaboration with Thisted Municipality, LEAD has developed a pre-management talent program for employees who are interested in and have the potential to become managers. The purpose of the program is to build a talent pool of potential leaders to take on a leadership position in Thisted Municipality. This talent pool will help ensure that Thisted Municipality remains capable of solving the challenges the organization faces both now and in the future. The program is built around a Leadership Pipeline mindset of right leadership at the right level and is tailored to Thisted Municipality's leadership foundation.
The leadership talents are assigned a mentor who is tasked with supporting the leadership talent throughout the program and continuously challenging the talent with strategically important management tasks that will contribute to the leadership talent's development. The leadership talents also regularly participate in network groups across the organization, where they work in depth with the professional themes of the programme and translate this into concrete practice in their own part of the organization.
Esbjerg Municipality has launched an ambitious vision for the municipality to be Denmark's new growth center by 2020. As part of the realization of this vision, LEAD, in collaboration with Esbjerg Municipality, has developed a leadership talent development programme for managers of managers and managers of employees. The purpose of the programme is to ensure that the organization can develop leaders who have the potential to exercise leadership at a higher management level in the organization. The initiative aims to increase the proportion of qualified applicants for management positions, especially at management levels 3 and 4, who can contribute to the realization of the organization's overall vision 2020.
As part of the work to strengthen the talents' competencies to exercise leadership at the next level, they are mentored by 1) their immediate manager and 2) a manager from another part of the organization throughout the entire process. During the apprenticeship, the talent takes on specific, relevant management tasks from their immediate manager and mentor, and they receive ongoing feedback on the transition to the new role. The talent therefore participates in the practices that characterize the management level they are moving towards and builds their own management skills in practice.
The program also places a strong emphasis on building talented learning environments. This means that the talents are also responsible for taking 1-2 managers/employees from their own part of the organization into apprenticeships. In this way, talent development trickles down the pipeline and contributes to the overall competence development in the organization.
In collaboration with Skanderborg Municipality, LEAD has developed a pre-management talent program for employees who are assessed by their own manager as potential managers and where there is a desire on the part of the individual employee to clarify and equip themselves to be a manager of employees.
The purpose of the course is:
Spotting, clarifying and developing employees with the potential to become leaders of employees
To clarify personal motivation and awareness points in relation to becoming an employee manager
To equip the selected employees for their leadership role as managers of employees.
The course consists of 3 teaching modules where participants use concrete tools to clarify whether the leadership role is the right way to go and build basic competencies to be able to take on the job of managing employees.
During the course of the program, the individual participant is supported through coaching, management internships and mentoring. A mentor's primary task is to be a sparring partner for the mentee in such a way that the mentor's own experiences are brought into play. The purpose is to help the mentee shed light on and clarify some of their questions about the challenges of the management job. As the focus is on the leadership role, the mentee will not necessarily have the same professional background as the mentor.
The role change from employee to manager is typically the biggest challenge for the pre-manager. Results have previously been achieved through the use of their own professionalism and expertise, but now they must be created through employees and their professionalism and expertise. At the same time, the management task is becoming more and more complex as change, increasing demands for documentation, results and efficiency are part of everyday life. Today, it is no longer enough for government leaders to be strong civil servants - they must be able to show trust and delegate while using management information to control quality and performance.
To meet these increasing demands, LEAD has collaborated with the Danish Agency for Modernization on a development programme for employees who have the potential to become managers of employees. The development program is designed to equip pre-managers to take on a management task full of dilemmas, where they master a variety of competencies and management roles. Managers must be able to plan to ensure efficient resource utilization, and they must be able to adapt the strategic direction to changes.
The program consists of a kick-off, 3 modules and a final exam. In addition, the program includes learning support coaching conversations, self-assessment and AL group meetings consisting of participants in the program with the purpose of creating a safe and reflective learning environment.
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