Leadership and
Professional Development

Build the Right Skills for Long-Term
Business Impact

New Work Environment:
New Skills Required

Widespread changes in the organizational environment have led to fundamental changes in how work gets done. Focusing on individual task performance alone is insufficient. Today, employees must also exhibit network performance, which represents how they impact their organization beyond their individual contribution.

These changes have significant implications for talent development. As work becomes more complex and judgment-dependent, many organizations are investing in talent development to build the new skills required to drive individual and organizational performance.

Training is Failing

However, not all training is effective. Traditional classroom development or e-learning solutions are not transforming talent as quickly as the business requires. In fact, half of all learning is considered "scrap learning" and does not provide meaningful long-term impact.

External training is often so standardized that it cannot be tailored to an organization's specific needs; internal training often fails to account for variations across functions. And many professional development programs fail to consider the application, sustainability, and measurement of learning outcomes.

Professional Development
With Lasting Impact

Successful training programs deliver measurable impact on participants' current and future roles. To improve individual and organizational performance, professional development programs must develop the specific employee skills that support business priorities. Leadership and professional development programs must:

  • Focus on the right competencies to solve real-world challenges
  • Design learning for functionally specific roles
  • Tailor solutions to specific organizational needs
  • Include application and sustainability activities
  • Measure and validate the impact of learning

CEB's Professional
Development Program

The Product

CEB Leadership Academies

CEB's Leadership Academies are reinventing learning through functional-specific curricula that equip your talent with the core competencies required for success. We enable participants to immediately apply new skills, sustain ongoing development, and measure the key business impacts. Our blended learning approach mixes synchronous live or virtual learning interventions with out-of-the-classroom application, sustainability, and measurement activities enabling learning to stick and promoting application well beyond the classroom.

Leadership Academy Outcomes

207%

ROI from Leadership Academy experience
 

6%

improvement in a participant's job performance
 

>80%

of participants apply the skills learned to their work
 

90%

of participants state that Leadership Academies was a worthwhile career investment

This training is critical to the developing leader. I now see my division goals in a different light.

HR Consultant,
Financial Services

Flexible Training Model

CEB Leadership Academies offers two delivery models to accommodate the diverse development needs of organizations today: cross-company academies and company-specific academies.

  1. Cross-company academies: ideal for developing select staff from your organization alongside professionals from other organizations.
  2. Company-specific academies: allows organizations to tailor the classroom to their specific business needs for a more customized learning experience.

Role-Specific Training

CEB offers Leadership Academies tailored to developing the specific skills required by a range of roles and functions:

Exceeded my expectations…a difficult subject matter was presented in a manner that made learning effective and easier.

Participant,
Health Care

CEB Finance Leadership Academy has been a huge success! It has enabled us to continue to develop the Finance and Business Operations pipeline of leaders. The ROI has been excellent.

Kathy Kerchner,
VP Finance & Business Operations, Enterprise Business Services,
Lockheed Martin

Leadership Academy FAQs

How Will This Training Meet Our Specific Needs?
How Do You Ensure This Program Will Meet Our Company's Specific Needs? - Jennifer McCollum
What If We Want To Use Our Own Curriculum?
We Have Existing Curriculum? - Jennifer McCollum
Can We Use Only a Portion of Your Leadership Academy?
I Only Want to Purchase Portions of the Academy? - Jennifer McCollum

[Metrics That Matter] helped us really spend our money in the right places, instead of across all places.

Courtney Cordova,
Director, Learning & Development,
Rush Enterprises

CEB Metrics That Matter™

L&D teams apply Metrics That Matter™ technology to ensure they make the best learning investments by:

  • Capturing specific analytics in an automated and scalable way to gain insights and manage the learning curriculum
  • Increasing focus on real-time decision making for continuous improvement
  • Decreasing time and effort spent on admininistrative processes
  • Serving as a strategic partner to business leaders by effectively communicating and demonstrating the impact of L&D

Success Stories

Bart van den Huijsen
Executive Director - Global Strategic Planning and Business Control, 
Heineken International 

Heineken partnered with CEB to design and deliver best practices skills training to the company's Finance leaders.
 

Jeanne Fedoryk 
Vice President, Global Recruiting,
Johnson & Johnson

Johnson & Johnson implemented CEB's Talent Advisor model and trained its recruiting team via Talent Advisor Leadership Academy.
 

Mike Leach CFO Property and Casualty,
Connie McVey AVP Human Resources,
Nationwide

Nationwide Executives describe the value of developing their Finance associates' business advisor skills, via CEB's Finance Leadership Academy.
 

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Areas of Interest

We appreciate your interest in CEB. If necessary our team will be in touch soon.

Thank you,

CEB

Case Studies

Lockheed Martin partnered with CEB Finance Leadership Academy to build the key business acumen and stakeholder engagement skills needed to transform their entire Finance department.

Microsoft and CEB Leadership Academies developed an intensive 3–day session for HR Business Partners, focused on skills and techniques for obtaining stakeholder commitment.

Hill-Rom engaged R&D Leadership Academy to develop a pipeline of future R&D leaders with the strategic partnering capabilities necessary to drive continued organic growth.

Hill-Rom’s portfolio is 3 to 5 times more valuable than it was just two years ago. That can be attributed to the fact that we have better leaders in position with better skills to help us identify and prioritize better projects.

Brian Lawrence,
Chief Technology Office,
Hill-Rom Holdings, Inc

Featured Press

The lone wolf leader rarely talks to their peers or collaborates with others.

46% of new-to-role business leaders underperform during their transition.

Future leaders will be brought into firms for short periods to do specialist tasks.

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