INSPIRIA^®

Today’s enterprise leaders “grew up” in a different environment and with different priorities than today’s high-potentials. As they (we) were rising through the ranks, they would put in the hours, take the relocations, and seek every cross-functional team and gnarly project, because each of these experiences enabled development – on-the-job, relationship-building, eye-opening development. That is not to say that they eschewed learning – they often also pursued graduate degrees, short courses, etc., and sought out those programs like Pathbuilders that combined experiential learning with developmental relationships such as mentoring or peer networking. In contrast, today’s rising leaders may be seeking nuggets of inspiration, but shying away from introspection and real development.

A number of key take-aways from our Table Stakes report this year surfaced this question of learning vs development in our minds at Pathbuilders. In our interviews we heard frequent references to leaning on YouTube for “tips” on management, we saw a clear reset in both priorities and their interest in social interaction with co-workers, and there was an evident shift away from cross-functional understanding and relationship-building. And, now that we have worked with our cohorts, we are witnessing a decidedly different approach to consuming the development offerings – carving out discrete windows of time, seeming less obligated to peers, and (particularly scary) stating a strong preference for feel-good inspiration over hard, introspective work.

So, it begs questions! What do organizations need to do to build the enterprise leaders of tomorrow? What are the critical success factors that only come through experiential learning? And, how are we creating the experiences that will ready today’s high-potentials for the C-suite?

Join us for an interactive discussion, prompted by data but stimulated by peer exchange, on this very important topic!