GE’s successful high potential leadership program sets roadmap for “getting it done right”
How GE leveraged practiced experiential learning to improve knowledge retention and increase capability, confidence, and skill levels
Not all employees are destined to be managers. Not all managers are destined to be executives. Read any report on workforce trends in the past couple of years and the disappointing yet accurate statistic reflecting the exodus of talented employees who departed for “greener pastures” at other organizations because their leadership was not equipped to lead them is staggering. Yet, organizations who understand the inherent benefits of proactively identifying and engaging high potential leadership talent early and often are able to retain top talent, engage and inspire others, and sustain relevance for generations. However, this exercise demands a tremendous amount of resources from the company, the employee, their managers and supporting stakeholders. A leading factor of why leadership programs often fail is the intensity in retention and learning curve required of adult learning engagement. Because of this, innovative companies have to approach these programs with a different level of refinement. Practiced experiential learning can be remarkably helpful — more so than cost-prohibitive in-person lectures, seminars and demonstrations.
GE, a titan and innovator in many regards, needed a way to better leverage the learning they imparted to their middle manager appointees within their Accelerated Leadership Program (XLP). Designed to build GE’s next group of global senior professional and executive leaders who can continue to carve out new paths for GE, the XLP program is essential for the development of core leadership and functional capabilities. XLP graduates are known to be results-driven, committed, self-aware, connected, and exude inspiration to those around them. Along with the support of internal change leaders, relevant tools, and supporting processes, Amy Speranza, Global Learning Leader for GE’s Career Accelerator Programs found it necessary to introduce sustainable capabilities for XLP that would further permeate throughout the broader organization. Speranza looked for a solution that would:
* Reinforce skills and retention of information by scaling social learning.
* Facilitate feedback to drive capability mastery.
* Increase confidence of XLP participants through contextual, timely feedback.
* Drive impactful behavior change as participants graduated to higher levels of engagement