Today's organizations seek to build leadership at all levels, knowing that beyond title or status, employees who can leverage the talents, passions, and experience of others are more effective and contribute at higher levels.
Examining the Contribution Gap
Companies may support several activities to elicit this desired behavior, including development programs, job assignments, and peer and manager coaching and feedback. However, in many organizations, there is a distinct contribution gap when it comes to performance assessments. Employees rate themselves as performing at high levels, specifically as contributing through others, while managers see less leadership behavior and more single contributor activities.
What accounts for this disparity? Is this a performance gap or a perception gap? Well examine the latest Four Stages research and hear real-life stories and strategies from leading companies Chevron Corporation and Inverness Medical Innovations.
This 60-minute session explored:
• Why its key for every employee to have a dependent contributor experience, regardless of title
• How to maintain interdependent behavior while still managing an independent contributor workload
• How leadership-at-all-levels can be broadly achieved even in markets/workforces where more emphasis is placed on age, tenure, and title
• Best practices from talent leaders at Chevron Corp. and Inverness Medical Innovations
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Global Novations
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