ORKS. ®. BRIEF. New Culture, New Mindset, Big Return. People often describe a strong culture as something that âyou c
NEW RESEARCH FROM BERSIN BY DELOITTE When disruptive forces threaten optimal performance, smart companies create new models to enable employees to respond effectively to change. One such approach is grounded in a culture of leadership and learning. Our research found that fewer than 50 percent of leaders are able to effectively drive change and only 12 percent of organizations “strongly agree” that they anticipate change and respond effectively and efficiently.1 Assuming that the pace of change will not slow down any time soon, the question is how can organizations create a workforce that is prepared to adapt to the pace and scale of change? We found that high-performing companies are promoting new approaches to continuous learning and a different view of leadership, blending the principles of each to create a culture of leadership and learning.2
W H A T W O R K S
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Enabling Change with a Culture of Leadership and Learning
New Culture, New Mindset, Big Return People often describe a strong culture as something that “you can just feel.” Our research found that a culture of leadership and learning encompasses both a particular mindset about leadership and development, and specific, observable behaviors displayed by employees on a daily basis. Leaders in such a culture embody the value of learning, enable knowledge-sharing, encourage risk-taking, and view failure as a learning opportunity. A culture that values both leadership at all levels and continuous learning encourages employees to develop and maintain a natural and internalized response to learn about, lead, and anticipate change. Further, this approach seems to translate into upgraded business performance. In fact, our global talent management research confirms that a culture of leadership and learning is linked to both a greater ability to anticipate and respond effectively and efficiently to change, and higher organizational performance.3 For example, compared to companies that lack this type of culture, the top organizations are:
2X
2X
7X
10X
more likely to anticipate and respond effectively and efficiently to change
more likely to meet or exceed financial targets
more likely to manage performance problems
more likely to identify and develop leaders
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High-Impact Leadership: The New Leadership Maturity Model, Bersin by Deloitte / Andrea Derler, PhD, 2016. 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age, Deloitte Development LLC and Deloitte University Press, 2016,
www2.deloitte.com/us/en/pages/human-capital/articles/introduction-human-capital-trends.html. 3 High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr and Candace Atamanik, 2015.
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Bersin by Deloitte’s Leadership and Learning Research Creating a Culture of Leadership and Learning: Building the Case explores some of the most acute challenges affecting internal talent dynamics today. It then builds a case for supporting business and talent outcomes via a culture of leadership and learning and addresses two critical questions for organizations trying to thrive amid the myriad disruptions in the modern global business landscape: • Why is a culture of leadership and learning critical to organizational success? • What are the hallmarks of a culture of leadership and learning? Look for the next three reports in our Creating a Culture of Leadership and Learning series (see Figure 1) to publish in the next few weeks. Figure 1: The Creating a Culture of Leadership and Learning Series
Step IV
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Step III
Step II
Step I
Reinforce the Culture
The final report discusses how to put mechanisms in place to reinforce the desired culture through a focus on brand, communications, and incentives.
Leverage Talent Management
Step III focuses on specific talent management practices that can help build a culture of leadership and learning by endorsing important values and encouraging employees to develop the desired mindset.
Establish a Vision and Strategy
Here we explain the importance of setting a vision statement for a culture of leadership and learning. The strategy should align to the vision and provide a clear roadmap for the activities the organization will prioritize.
Build the Case
We begin by explaining the most acute changes affecting your organization today. We then build the case for addressing these challenges through the creation of a culture of leadership and learning, linking your efforts to data on superior organizational performance and a description of what such a culture looks and feels like. Source: Bersin by Deloitte, 2017.
Our Research Our members select from more than 2,000 Member firms and DTTL: Insert appropriate copyright research-based resources, including more than [To edit, click View > Slide Master > Slide Master1] 350 research bulletins on the latest trends, more than 200 case studies, and 100 in-depth industry studies identifying leading practices. Register as a guest to enjoy free access to select research briefs and reports. We look forward to helping you to make sense of the dynamic and complex HR, learning, and talent management environment through our membership and system.
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About Bersin by Deloitte
Bersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations deliver exceptional business performance. The Bersin by Deloitte membership gives Fortune 1000 and Global 2000 HR professionals the information, action-focused tools and performance support materials they need to prioritize, design and implement leading practice Prese solutions, benchmark against others, develop their staff, and select and[To implement systems. A piece edit, click View > Slide of Master > Slid Bersin by Deloitte research is downloaded on average approximately every minute during the business day. More than 5,000 organizations worldwide use our research and consulting to guide their HR, talent, and learning strategies. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
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