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1、AcceleratingLeadershipGrowthTeachingLeadersHowtoLearnJanuary2013portDocumentTitleSub-TitleofReportDocumentConsultingDatePerformance,Reward&Talent©2013AonplcIntroductionIntoday’sbusinessenvironment,leadersarerequiredtoengageinaconstantprocessoflearning—whetheritinvolveslearningnewmarkets,new
2、technologies,ornewcompetitors.Typicallywhenwethinkaboutgreatleaders,wethinkabouttheirabilitytodriveresultsortoinspirethosewhofollowthem.Rarelydoweconsideraleader’sabilitytolearnasanimportantquality,eventhoughthiscapabilityisessentialtotheorganization’sagility.Forthepast10years,AonHewitthasc
3、onductedacomprehensivebiennialresearchstudyoftheTopCompaniesforLeaders.Thisresearch,inadditiontoAonHewitt’sexperienceconsultingtoorganizationsontheirleadershippractices,hasprovidedAonHewittwithadeepunderstandingofwhatcompaniesneedtobedoingtodayinordertocreateagilelearnersandacceleratethedev
4、elopmentofleadersforthefuture.FiveBestPracticesforAcceleratingLeadershipGrowthInthe2011editionoftheTopCompaniesforLeadersresearch,AonHewittsurveyedHRexecutivesfrom478companiesaroundtheglobe,gainingpowerfulinsightintohowthesecompaniesapproachleadershipdevelopment.Thisresearchidentifiedfivebe
5、stpracticesforacceleratingleadershipgrowth.1.Challenge.First,tobringoutthebestlearning,companieschallengetheirleadersbytakingthemoutoftheircomfortzonesandplacingthemintohigher-levelbusinesschallenges.TopCompanyCoca-ColaAmatil(Australia)demonstratesitscommitmenttothispracticebyusingassignmen
6、tsthatpushitsemployeestogobeyondtheircurrentjobdescriptionsanddevelopadditionalskills.In2011,halfofCoca-ColaAmatil’stoptalenthadachangeofresponsibilityoveraperiodof12−18months.2.ActionLearningProjects.Inthesamevein,anotherbestpracticeistouseactionlearningprojects,whereparticipantsworkonlive
7、businessproblems.Actionlearninghasbeenfoundtocreatethegreatestlong-termchangeincapability.Aspartofitsleadershipefforts,Coca-ColaAmatilrunsabiannualseniorleadershipprogramfortwodayswith120directreportsoftheManagingDirector.Inthisprogram,participantsworkin
