Brian Hackett and Meighan Hackett Poritz and are Co-Founders of the Learning Forum, an organization focused on building peer networks for senior HR leaders. As part of their work, they convene leaders to discuss pressing issues and challenges in the profession and have deep insights into what’s on the minds of senior executives.
During our conversation, Meighan delved into the changing dynamics of leadership development, highlighting the enduring principles that remain relevant while emphasizing the new skills and mindsets required to navigate today’s complexities. They also shared some of their thoughts about rethinking traditional leadership development approaches, including enhancing mentoring relationships, focusing on the role of People Leader, and fostering a culture of continuous learning.
The Edge of Work: Who are you, and how would you describe the work that you do each day?
At The Learning Forum, we cultivate high-trust peer networks specifically tailored for senior HR executives in major global corporations. Our mission is to connect our members, delve into the latest trends, and create a confidential space where practitioner-led learning thrives.
At The Edge of Work, we are passionate about developing the next generation of leaders. Talk to us about what is new or different about developing emerging leaders or “next leaders”, that wasn’t true in previous decades. What is still true and what remains the same?
When it comes to developing the next generation of leaders, some qualities remain timeless: integrity, self-awareness, vision, courage, and effective communication. These are the fundamentals of leadership, guiding individuals through challenges across decades.
However, what’s distinctly different today is the pace of change. It sounds cliche, but it’s true. The world is evolving rapidly, demanding leaders who are not just adaptable but future-literate. They must navigate complexities with ease, leading both virtual and in-person teams through unpredictable circumstances.
While change management has always been a part of leadership, today’s leaders need a new skill set and a new mindset to navigate consistent change effectively. At The Learning Forum, we recognize this need and facilitate conversations and workshops for senior executives. By exchanging practices and insights, we foster innovation and ensure that change initiatives stick, helping leaders thrive in today’s dynamic landscape.
We strongly advocate for experiential learning as a powerful tool for effective leadership development. To impart timeless leadership lessons, we take leaders to historically significant sites like Gettysburg and Normandy, using history as a means to teach foundational principles. For forward-thinking skills, we engage with top experts in science fiction prototyping. And to equip leaders with the ability to navigate uncertainty, we arrange meetings with Navy SEALs, drawing from their expertise in leading in challenging and unpredictable environments. These immersive experiences provide invaluable insights and practical skills that leaders can apply directly in their roles.
The Edge of Work: When discussing the differences in developing emerging leaders or “next leaders” today compared to previous decades, several key aspects have changed, while others remain consistent.
What’s Different:
When it comes to developing the leaders of tomorrow, the landscape has shifted dramatically. Here’s what’s different:
- Focus on Collaboration and Network Building: Today’s leadership development places a stronger emphasis on collaboration and building networks across industries. Our approach at The Learning Forum emphasizes forging connections among leaders from diverse industries. Initiatives like the CLO LIFT program encourage cross-industry conversations and collaborative problem-solving, essential for navigating complex global challenges.
- Real-Time Learning and Adaptability: Leaders must adapt quickly in today’s fast-paced business environment. We address this demand by prioritizing instant benchmarking from trusted peers and sharing examples of real-world applications.
At The Learning Forum, we’re not just keeping pace with these changes—our members keep us informed so that we remain at the forefront, empowering a network of leaders to thrive in a rapidly evolving world.
The Edge of Work: What remains the same in developing emerging leaders or “next leaders” today compared to previous decades?
While tools and methods may have evolved, including digital platforms and cross-industry collaboration, the core principles of peer learning, real-world application, and continuous development remain integral.
- Peer Learning and Trust: The timeless value of learning from peers in a trusted environment remains unchanged. We prioritize confidential, high-trust settings where leaders openly share and learn from each other’s experiences. This peer-to-peer learning approach continues to be a cornerstone of effective leadership development.
- Emphasis on Real-World Applications: Leadership development has always emphasized implementing real-world strategies and solutions. Today, leaders still benefit greatly from discussing and deploying initiatives with sustained impacts on organizations.
- Continuous Learning and Development: The pursuit of growth and innovation remains central in leadership development. Forums covering various disciplines emphasize the enduring need for leaders to evolve and adapt, a principle that has stood the test of time.
The Edge of Work: What are some leading trends or insights you are seeing from your councils or in the industry?
Our CLO LIFT initiative has provided valuable insights into the L&D industry and leader development. This problem-solving approach, driven by practitioners, proves highly effective in tackling significant challenges, such as how to upskill at a rate that matches or exceeds the pace of business and markets. The collaborative insight of CLO LIFT calls for organizations to redirect their L&D efforts towards swiftly and effectively delivering capabilities. The “skills accelerator” approach advocated by CLO LIFT is both rigorous and well-crafted, enhancing proficiency and driving increased company revenue, thus enabling greater investment in ongoing learning initiatives.
Another insight is around data-driven leadership development. More organizations are utilizing data analytics to tailor leadership development programs to the unique strengths and weaknesses of their leaders. This personalized approach helps develop more effective leaders and ensures better outcomes for leadership training.
Perhaps most intriguing is the growing need for future-literate leaders. As technology evolves rapidly, leaders must stay ahead of trends and foresee potential scenarios in which AI and automation might disrupt an industry.
These trends are shaping how leaders need to be developed in today’s fast-changing business environment, highlighting the need for adaptability and a Future Literate skill set.
The Edge of Work: In your conversations with members, what are some of the challenges that companies are facing when developing their up and coming leaders in their organizations?
The importance of supporting People Leaders has become increasingly clear in our discussions. Research indicates that managers play the most crucial role in determining employee outcomes, spanning from performance to satisfaction. Middle managers often express frustration due to unclear decision-making processes, lack of empowerment, and being bogged down by administrative tasks. Furthermore, many managers are promoted based on their expertise in their respective fields without necessarily possessing the essential skills for effective leadership, such as performance management, coaching, providing feedback, communication, and change management.
While some managers can develop these skills through training, there remains a significant segment that faces challenges in doing so. However, there is hope. Companies like Accenture and McKinsey have begun addressing this challenge by reimagining manager roles. They aim to reduce bureaucratic hurdles, increase the time managers spend on leading their teams, and empower them to effectively manage change while providing targeted developmental opportunities.
Another significant challenge that repeatedly emerges is the retention of up-and-coming leaders after investing in their development. Companies invest heavily in training and enhancing the skill sets of promising leaders, only to face the risk of them leaving for opportunities elsewhere. This attrition not only undermines the initial investment but also disrupts organizational continuity and the cultivation of a strong leadership pipeline.
Addressing retention goes beyond offering competitive compensation; it involves creating a work environment that resonates with their values, provides ongoing development opportunities, and actively involves them in shaping the company’s future.
The Edge of Work: What are some ways we need to think differently about our approaches to developing the next generation of leaders?
To effectively develop the next generation of leaders, it’s essential to rethink our approaches and tailor them to meet evolving expectations. Here’s how we can do just that:
- Lead by Example: Current leaders must embody the values they wish to instill in future leaders. This involves demonstrating transparency, ethical behavior, and resilience in action, providing practical examples of abstract leadership principles.
- Enhance Mentoring Relationships: Establish robust mentoring programs that go beyond traditional dynamics. Pair emerging leaders with experienced executives for genuine, two-way conversations. Mentors should empower mentees to discover their unique leadership styles and voices.
- Explore Apprenticeship Models: Offer hands-on experiences through rotational assignments, shadowing various leaders, and tackling real business challenges. This provides a breadth of knowledge and understanding across different business functions.
- Encourage a Mindset of Continuous Improvement: Promote a learning culture where continuous improvement is valued over perfection. This can be encouraged through regular feedback loops, opportunities for post-project reflection, and the establishment of a safe environment where constructive criticism is welcomed and acted upon.
By incorporating these strategies, organizations can better align their leadership development efforts with the expectations and needs of the next generation, ensuring a more dynamic, responsive, and effective leadership pipeline.
The Edge of Work: While each company is unique and has its own philosophy about leadership, are there any themes about skills/behaviors that you think are important for the next generation of leaders?
Certainly! The key skills and behaviors we believe are crucial for the next generation of leaders are the ability to think like a futurist and prepare for multiple scenarios, problem-solving, adaptability, managing change, effective communication, storytelling, team building, and continuous learning and development.
As an aside, Meighan’s “Future Ready Mentorship Program” with BASIS Independent High Schools is a fantastic initiative aimed at equipping students with essential skills and perspectives for the future of work. The program engages participants in interactive sessions and activities centered on self-discovery, leadership development, and real-world application. In addition to preparing students for success in their careers, it contributes to addressing mental health challenges.
The Edge of Work: Where can people find more information about The Learning Forum?
www.thelearningforum.org or ask a colleague on your HR team who may be a member.
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