05 Lead Survey Graphs

Graph 1: Changes in learning methods used from 2017 to 2019
Job rotations
360-degree feedback tools
Micro-learning
Self-paced e-learning
50 55 60 65 70 75 80 85 90
2017 2018 2019
Graph 2: Percentage rating the learning method as Effective
On-the-job training
Instructor-led classroom
Manager coaching and support
Simulations and role-plays
Action learning assignments (hands-on learning opportunities)
Reinforcement and review of learning after a training event
Mentoring programs
Blended learning
Stretch/challenge assignments
Informal learning methods
Job rotations
Action learning assignments (hands-on learning opportunities)
Reinforcement and review of learning after a training event
Mentoring programs
Blended learning
Informal learning methods
Job rotations
Instructor-led online/remote (virtual learning)
Micro-learning
University/college programs (including executive education)
Video-based training
Game-like components (leader boards, competition, etc.)
Learning portals
Open-source programs (MOOCS, YouTube.com, etc.)
Learning libraries
Mobile learning
Social media networks
Virtual reality (VR), augmented reality (AR), or artificial intelligence (AI)
0 10 20 30 40 50
Graph 4: Percentage of budget for leadership development

40%
35%
30%
25%
20%
15%
10%
5%
0%
0-10% 11-20% 21-30% 31-40% 41-60% 60-100%
2017 2018 2019
Graph 5: Impact of Leadership Development
Sufficient resources for leadership development
No leadership gaps
Leadership a source of competitive advantage
Attracting high potentials
Best-in-class leaders
No leadership gaps
Leadership a source of competitive advantage
Sufficient leadership bench strength
30% 35% 40% 45% 50% 55% 60% 65%
2017 2018 2019
Graph
Q1- top 6: Priority
five leadership skillsLeadership Skills
counts (number selected) Low Mod High Total
Leadership character
Developing and coaching others 146 88 110 344 1
Communication skills Influencing others 99 65 69 233 2
Performance management Motivating others 72 49 46 167 3
Developing
Emotional intelligence skillsthemselves 71 40 55 166 4
Team leadership
Interpersonal relationship skills 65 42 45 152 5
Strategy development
Decision-making and and alignment
problem-solving 54 42 53 149 6
Change leadership Taking accountability 63 39 45 147 7
Creating engagementProviding feedback 58 38 39 135 8
Providing feedbackCreating engagement 57 30 43 130 9
Taking accountability Change leadership 45 37 41 123 10
Decision-making and problem-solving 38 41 37 116 11
Strategy development and alignment
Interpersonal relationship skills 44 27 33 104 12
Team leadership
Developing themselves 45 28 26 99 13
Emotional intelligence skills
Motivating others 31 30 29 90 14
Performance management
Influencing others 33 25 32 90 15
Leadership character Communication skills 24 19 22 65 16
Developing
Other (please and coaching others
specify) 208 139 156 503
0% 10% 20% 30% answered40%
question 50%229 60%
Low High
Q2- How are needed skills identified
counts (A + SA) Low Mod High Total
Executive leadership team decides 101 69 70 240 1
Graph 7: How leadership development needs
Informal interviews with leaders 98
are identified
76 83 257 2
Leaders' managers identify needed skills 103 71 79 253 3
Outside experts help determine leadership needs
Leaders themselves identify needed skills 119 82 104 305 4
Formal needs analysis is conducted 60 54 63 177 5
Tools from
Tools from outside outside experts/vendors
experts/vendors 24 19 25 68 6
Outside experts help determine leadership needs 24 16 21 61 7
Other (pleaseFormal
specify)
needs analysis is conducted 208 139 156 503
answered question 229
Leaders themselves identify needed skills
Leaders' managers identify needed skills
Informal interviews with leaders
Executive leadership team decides

Formal needs analysis is conducted
Leaders themselves identify needed skills
Q3-How would
Leaders'you rate the
managers effectiveness
identify needed skillsof the different
leadership development methods you use? (percent
Not using)
Informal interviews with leaders
counts Low Mod High total

Executive leadership team decides
Instructor-led classroom 0% 10%

15 20%
5 30%
7 27
40% 50% 60%
Virtual learning 71 34 20 125

Low Moderate High
Self-paced e-learning 39 12 11 62
VR, AR,Graph 178

or AI 8: Percentage Using the learning method 104 101 383
Video-based training 60 29 22 111
Simulations and role-plays 44 22 17 83

Mobile learning 130 68 60 258
On-the-job training 14 8 5 27
Mentoring programs 72 28 17 117

Action learning assignments
Informal learning methods 31 18 7 56
Micro-learning 97 53 35 185
Learning librariesJob rotations 82 41 33 156

110 63 50 223
Learning portals 78 41 38 157
Blended
Reinforcement learning after event
and review 49 22 7 78
360-degree feedback tools 99 43 28 170
Open-source programs (MOOCS, Youube.com, etc.)

113 72 54 239
Game-like components
Manager coaching and support 22 6 3 31
Game-like components 134 69 48 251
Blended learning 62 24 14 100

Job rotations 116 61 54 231
Action learning assignments 65 33 16 114
Micro-learning
Stretch/challenge assignments 78 35 25 138
University/college programs 94 49 45 188

TOTAL 208 139 156 503
Mentoring programs answered question 229
skipped question 313
VR, AR, or AI
10% 20% 30% 40% 50% 60% 70% 80%

Mentoring programs
Q3-How would you rate the effectiveness of the different

leadership development
VR, AR, or methods
AI you use?
(percentEff+Highly Eff)
counts 10% 20% 30% Low40% Mod 50% High 60% total 70% 80%
Instructor-led classroom 132 106

Low 119
Moderate High 357
Virtual learning 46 44 75 165
Self-paced e-learning 46 43 55 144
VR, AR, or AI 3 14 17 34
Video-based training 36 42 59 137
Simulations and role-plays 106 91 111 308
Mobile learning 19 21 32 72
On-the-job training 141 109 137 387
Mentoring programs 77 82 111 270
Informal learning methods 69 51 87 207
Micro-learning 54 45 63 162
Learning libraries 20 32 31 83

11 16 34 61
Learning portals 28 35 49 112
Reinforcement and review after event 94 88 112 294
360-degree feedback tools 49 60 104 213

35 18 41 94
Manager coaching and support 103 102 127 332
Game-like components 29 37 58 124
Blended learning 87 78 111 276
Job rotations 52 47 75 174
Action learning assignments 98 82 113 293
Stretch/challenge assignments 79 91 98 268
University/college programs 52 45 61 158

TOTAL 208 139 156 503
Q5- Use of mindfulness Training
counts (A+SA) Low Mod High sig
We include mindfulness activities in our leadership 49 48 73 sig
development programs
We have a complete program on Mindfulness 15 25 48 sig
techniques
We encourage leaders to practice mindfulness 57 50 87 sig
Mindfulness activities are an important part of our 49 50 81 sig

culture
We do not see value in mindfulness 49 35 41
Other (please specify) 208 139 156
Q6-How you measure effectiveness of leadership Development efforts

counts (A+SA) Low Mod High sig
Measure Participant's reactions and satisfaction 147 118 145 sig
Measure Managers perceptions of impact 79 83 101 sig
Implement knowledge tests after training 73 58 75
Use 360-degree feedback of behavior change 39 51 82 sig
Conduct formal performance reviews before and after 30 46 78 sig
Measure link to improved business results 33 52 92 sig
Graph 9: Executive Involvement in Leadership Development

Q4-executive involvement in leadership development initiatives at your company.
Communicate and model the organization’s leadership philosophy and model
counts (A + SA) Low Mod High delta
Set specific expectations 67
Teach or lead leadership development sessions 83 in leadership
for participation 95 development
sig
Are involved in leadership program kick-off and launch 128 119 141 sig
meetings Sponsor leadership community initiatives
Record talks or videos on the importance of leadership 80 decisions

Actively review 84 on leadership
114 development
sig
development
Theleadership
Publicly acknowledge that organization’s annual reportismentions
development a our investment
130 127 in leadership
148 development
sig
source of competitive advantage
Publicly acknowledge that leadership development is a source of competitive advantage
The organization’s annual report mentions our 61 79 121 sig
investment in leadership development
Record talks or videos on the importance of leadership development
Actively review decisions on leadership development 97 96 134 sig
87 program
Sponsor leadership community initiatives Are involved in leadership 104kick-off and
124 sig
launch meetings
Set specific expectations for participation in leadership 93 or lead leadership
99 133 sig
development Teach development sessions
0% 20%
Low Moderate High

Are involved in leadership program kick-off and launch meetings
Teach or lead leadership development sessions
0% 20%
Communicate and model the organization’s leadership 110 109 141
philosophy and model
Low Moderate High
total count 208 139 153
Q7-How effective has your investment been in creating organizational performance improvement at each level of
leadership
Count (SA) Low Mod High
C-level/VP/MD level 26 53 81
Middle Manager and Director 54 74 79
Supervisory level 68 70 74
Non-management professionals 57 64 79
High potentials 55 56 83
Average 52 63.4 79.2
count 201 136 155
Q9- percent of training budget for leadership
counts Low Mod High

0-10 Percent
11-20 Percent
21-30 Percent
31-40 Percent
40-60 Percent
60-100 Percent
Q10-percent of ldship budget to each group

Leadership Levels Low Mod High
C-level/VP/Managing Director level and above
Middle Manager and Director level
Supervisory level
Employees with influence but do not manage direct
reports
Employees designated as a “high potential”
All others in the organization
Q10-investment change
Investment Change Low Mod High
Decrease Significantly
Decrease slightly
Stay the same
Increase slightly
Increase significantly
Q13-Length of time for proficiency of new leaders

Investment Change Low Mod High
Less than 6 Months
6-12 Months
13-18 Months
19-24 Months
More than 24 Months
Graph 10: Support for transition to new leadership position

Percent
Q13-Support forStrongly Agree
transitioning new leaders
We provide support:
SA + agree Low Mod High
In completing old assignments/tasks
In managing time and priorities in new leadership positions
Adopting new/more advanced leadership skills
Developing relationships with new peers and direct reports
Through coaching/mentoring during the transition
By helping leaders manage their own performance expectations
Through overlap with the previous leader to ease
By helping leaders manage their personal expectations
the transition
Through overlap with the previous leader to ease the transition
By helping leaders manage their personal
expectations Through coaching/mentoring during the transition
Adopting
By helping leaders managenew/more
theiradvanced leadership skills
own performance
expectations In completing old assignments/tasks
Developing relationships with new peers and direct 0% 5% 10% 15% 20% 25%
reports
Low Moderate High
In managing time and priorities in new leadership
positions
Q14-Future of work
We need to increase the speed of development

due to the retirement of current baby boomer
managers/leaders.
Future leaders’ spans of control will be greater due
to flattening of the organization.
The task of leadership for future leaders will be
more complex.
More cross-functional collaboration and networking
will be required of future leaders.
Global leadership abilities are important to our
organization’s success.
Graph 11: Approach to developing new leaders skipped question 313
Percent Agree and Strongly Agree
Q21-developing newfocus
We have a clear leaders
on developing the next generation of leaders
counts (A + SA) Low Mod High group
We have sufficient
Effectively resources to develop
recruit candidates the next positions
to leadership generation of leaders 1
Development approach matches expectations of the 1

Effectively attract younger employees into leadership positions
next generation
Effectively attract younger employees into leadership 1
Development approach matches expectations of the next generation
positions
Increased diversity of our leadership team 1
Effectively recruit candidates to leadership positions
We have sufficient resources to develop the next 1
generation of leaders 0% 10% 20% 30% 40% 50% 60% 70%
We have a clear focus on developing the next Low Moderate High 1

generation of leaders
Executives prioritize developing the next generation of 1
leaders Graph 12: leveraging cross-generational support
Strong bench strength of new potential leaders 2
Have a succession plan for key positions 2
Effectively capture organizational knowledge of current 2

leaders
Take steps to leverage talents of current leaders to develop the next generation
Take steps to leverage talents of current leaders to 2
develop the next generation
Effectively capture organizational knowledge of current leaders
Have a succession plan for key positions
Strong bench strength of new potential leaders

Effectively capture organizational knowledge of current leaders
Have a succession plan for key positions skipped question 313
Strong bench strength of new potential leaders

Q23 - What approaches do you take to support the next generation of leaders
count Low0% 10%
Mod 20%
High 30% 40% 50% 60%
Have current managers record videos/audios of 20 Low

16Moderate 19High Low Moderate High
critical processes
Use collaborative platforms to share knowledge 58 55 74
Give Graph 13: actions
next generation to support
leaders development of
stretch assignments 85 new leaders
65 86
Have new leaders rotate positions 50 45 55
Provide on-the-job coaching Have structured job shadowing 111 84 103
Have structured job shadowing 59 43 70
Provide on-the-job coaching
Have new leaders rotate positions
Have specifDo not have specific program

Give next generation leaders stretch assignments
global leadership development has improved
cross-cultural communications. 3.27 2.54
Use collaborative platforms to share knowledge
global leadership development has improved
organizational performance. 3.14 2.57
Have current managers record videos/audios of critical processes
People in our organization are globally effective
people. 3.09 2.53
0% 10% 20% 30% 40% 50%
Low Moderate High
Q23 Approaches to supporting transition to the next generation of leaders

Current managers record videos of critical 20 16 19
processes/information
Use collaborative platforms for knowledge sharing 58 55 74
Give next gen leaders stretch assignments 85 65 86
Have new leaders rotate positions 50 45 55
On-the-job coaching with current leaders 111 84 103
Structured Job shadowing 59 43 70
0 85 90
40 50 60 70 80 90
0-100%
60% 65% 70%
Q1- top five leadership skills

Percent selecting Low Moderate High Delta
Developing and coaching others 70.2% 63.3% 70.5% 0.3%
Communication skills 47.6% 46.8% 44.2% -3.4%
Performance management 34.6% 35.3% 29.5% -5.1%
Emotional intelligence skills 34.1% 28.8% 35.3% 1.1%
Team leadership 31.3% 30.2% 28.8% -2.4%
Strategy development and alignment 26.0% 30.2% 34.0% 8.0%
Change leadership 30.3% 28.1% 28.8% -1.4%
Creating engagement 27.9% 27.3% 25.0% -2.9%
Providing feedback 27.4% 21.6% 27.6% 0.2%
Taking accountability 21.6% 26.6% 26.3% 4.6%
Decision-making and problem-solving 18.3% 29.5% 23.7% 5.4%
Interpersonal relationship skills 21.2% 19.4% 21.2% 0.0%
Developing themselves 21.6% 20.1% 16.7% -5.0%
Motivating others 14.9% 21.6% 18.6% 3.7%
Influencing others 15.9% 18.0% 20.5% 4.6%
Leadership character 11.5% 13.7% 14.1% 2.6%
total
50% 60% 70% 80% answered question
Q2- How are needed skills identified

Percent selecting Low Moderate High Delta
Executive leadership team decides 48.6% 49.6% 44.9% -3.7%
Informal interviews with leaders 47.1% 54.7% 53.2% 6.1%
Leaders' managers identify needed skills 49.5% 51.1% 50.6% 1.1%
Leaders themselves identify needed skills 57.2% 59.0% 66.7% 9.5%
Formal needs analysis is conducted 28.8% 38.8% 40.4% 11.5%
Tools from outside experts/vendors 11.5% 13.7% 16.0% 4.5%
Outside experts help determine leadership needs 11.5% 11.5% 13.5% 1.9%
total
answered question
Q3-How would you rate the effectiveness of the
different leadership development methods you use?
(percent Not using)
Percent selecting Low Moderate High total
50% 60% Instructor-led

70% classroom
92.8% 96.4% 95.5% 94.6%
Virtual learning
65.9% 75.5% 87.2% 75.1%
81.3% 91.4% 92.9% 87.7%
VR, AR, or AI 14.4% 25.2% 35.3% 23.9%
71.2% 79.1% 85.9% 77.9%

78.8% 84.2% 89.1% 83.5%
Mobile learning 37.5% 51.1% 61.5% 48.7%
On-the-job training
93.3% 94.2% 96.8% 94.6%
Mentoring programs
65.4% 79.9% 89.1% 76.7%
Informal learning methods 85.1% 87.1% 95.5% 88.9%
Micro-learning
53.4% 61.9% 77.6% 63.2%
Learning libraries 60.6% 70.5% 78.8% 69.0%

47.1% 54.7% 67.9% 55.7%
Learning portals 62.5% 70.5% 75.6% 68.8%
Reinforcement and review after event

23.6% 15.8% 4.5% 15.5%
360-degree feedback tools 52.4% 69.1% 82.1% 66.2%

45.7% 48.2% 65.4% 52.5%

89.4% 95.7% 98.1% 93.8%
Game-like components 35.6% 50.4% 69.2% 50.1%
Blended learning
70.2% 82.7% 91.0% 80.1%
Job rotations
44.2% 56.1% 65.4% 54.1%
Action learning assignments 68.8% 76.3% 89.7% 77.3%
62.5% 74.8% 84.0% 72.6%
University/college programs
54.8% 64.7% 71.2% 62.6%
total
answered question
skipped question
70% 80% 90% 100%

Q3-How would you rate the effectiveness of the
different leadership development methods you use?
(percentEff+Highly Eff)
70% 80% Percent

90% selecting
100% Low Moderate High total
63.5% 76.3% 76.3% 71.0%
Virtual learning
22.1% 31.7% 48.1% 32.8%
22.1% 30.9% 35.3% 28.6%
VR, AR, or AI 1.4% 10.1% 10.9% 6.8%
17.3% 30.2% 37.8% 27.2%

51.0% 65.5% 71.2% 61.2%
Mobile learning 9.1% 15.1% 20.5% 14.3%
On-the-job training
67.8% 78.4% 87.8% 76.9%
Mentoring programs
37.0% 59.0% 71.2% 53.7%
Informal learning methods 33.2% 36.7% 55.8% 41.2%
Micro-learning
26.0% 32.4% 40.4% 32.2%
Learning libraries 9.6% 23.0% 19.9% 16.5%

5.3% 11.5% 21.8% 12.1%
Learning portals 13.5% 25.2% 31.4% 22.3%

45.2% 63.3% 71.8% 58.4%
360-degree feedback tools 23.6% 43.2% 66.7% 42.3%

16.8% 12.9% 26.3% 18.7%

49.5% 73.4% 81.4% 66.0%
Game-like components 13.9% 26.6% 37.2% 24.7%
Blended learning
41.8% 56.1% 71.2% 54.9%
Job rotations
25.0% 33.8% 48.1% 34.6%
Action learning assignments 47.1% 59.0% 72.4% 58.3%
38.0% 65.5% 62.8% 53.3%
University/college programs
25.0% 32.4% 39.1% 31.4%
total
answered question
skipped question
Q5- Use of mindfulness Training
Percent (A+SA) Low Moderate High delta
We include mindfulness activities in our leadership 23.6% 34.5% 46.8% 23.2%
development programs
We have a complete program on Mindfulness 7.2% 18.0% 30.8% 23.6%
techniques
We encourage leaders to practice mindfulness 27.4% 36.0% 55.8% 28.4%
Mindfulness activities are an important part of our 23.6% 36.0% 51.9% 28.4%
culture
We do not see value in mindfulness 23.6% 25.2% 26.3% 2.7%
total
answered question
skipped question
Q6-How you measure effectiveness of leadership Development efforts

Percent (A+SA) Low Moderate High delta
Measure Participant's reactions and satisfaction 70.7% 84.9% 92.9% 22.3%
Measure Managers perceptions of impact 38.0% 59.7% 64.7% 26.8%
Implement knowledge tests after training 35.1% 41.7% 48.1% 13.0%
Use 360-degree feedback of behavior change 18.8% 36.7% 52.6% 33.8%
Conduct formal performance reviews before and after 14.4% 33.1% 50.0% 35.6%
Measure link to improved business results 15.9% 37.4% 59.0% 43.1%
total
answered question
skipped question
Q4-executive involvement in leadership development initiatives at your company.

Top Executives: Low Moderate High
Teach or lead leadership development sessions 32.2% 59.7% 62.1%
Are involved in leadership program kick-off and launch 61.5% 85.6% 92.2%
meetings
Record talks or videos on the importance of leadership 38.5% 60.4% 74.5%

development
Publicly acknowledge that leadership development is a 62.5% 91.4% 96.7%

source of competitive advantage
The organization’s annual report mentions our 29.3% 56.8% 79.1%

investment in leadership development
Actively review decisions on leadership development 46.6% 69.1% 87.6%
Sponsor leadership community initiatives 41.8% 74.8% 81.0%
Set specific expectations for participation in leadership 44.7% 71.2% 86.9%

development
20% 40% 60% 80% 100% 120%
Moderate High
20% 40% 60% 80% 100% 120%
Communicate and model the organization’s leadership 52.9% 78.4% 92.2%
philosophy and model
Moderate High
total
answered question
skipped question
Q7-How effective has your investment been in creating organizational performance improvement at each level of
leadership
Percent A+SA Low Moderate High delta
C-level/VP/MD level 12.9% 39.0% 52.3% 39.3%
Middle Manager and Director 26.9% 54.4% 51.0% 24.1%
Supervisory level 33.8% 51.5% 47.7% 13.9%
Non-management professionals 28.4% 47.1% 51.0% 22.6%
High potentials 27.4% 41.2% 53.5% 26.2%
Average 25.9% 46.6% 51.1% 25.2%
total
answered question
skipped question
Q9- percent of training budget for leadership
Percent selecting Low Moderate High

0-10 Percent 50.0% 33.3% 20.8% 36.6%
11-20 Percent 12.6% 19.2% 20.8% 16.9%
21-30 Percent 14.8% 10.8% 27.7% 17.6%
31-40 Percent 3.8% 4.2% 6.2% 4.6%
40-60 Percent 12.1% 20.0% 13.8% 14.8%
60-100 Percent 6.6% 12.5% 10.8% 9.5%
total
answered question
skipped question
Q10-percent of ldship budget to each group

Leadership Levels Low Moderate High
C-level/VP/Managing Director level and above 20.1% 18.5% 16.6%
Middle Manager and Director level 24.9% 24.6% 24.3%
Supervisory level 25.5% 21.6% 22.8%
Employees with influence but do not manage direct 12.2% 12.1% 13.4%
reports
Employees designated as a “high potential” 11.8% 14.4% 15.0%
All others in the organization 15.0% 15.5% 12.8%
total
answered question
skipped question
Q10-investment change
Investment Change Low Moderate High
Decrease Significantly 2.4 1.4 1.3
Decrease slightly 4.8 7.1 3.2
Stay the same 39.9 35 37.8
Increase slightly 38.5 39.3 46.2
Increase significantly 14.4 17.1 11.5
Increase
Increase
skipped question
Q13-Length of time for proficiency of new leaders

Time to Proficiency Low Moderate High
Less than 6 Months
6-12 Months
13-18 Months
19-24 Months
More than 24 Months
total
answered question
skipped question
Q13-Support for transitioning new leaders

Strongly Agree: We provide support Low Moderate High delta
In completing old assignments/tasks 3.2% 4.1% 11.4% 8.2%
Adopting new/more advanced leadership skills 3.2% 10.5% 24.1% 20.9%
Through coaching/mentoring during the transition 2.7% 10.5% 29.3% 26.6%
Through overlap with the previous leader to ease the 2.7% 6.5% 17.9% 15.2%
transition
2.1% 3.2% 12.9% 10.8%

By helping leaders manage their personal expectations
By helping leaders manage their own performance 3.2% 4.0% 19.4% 16.2%
expectations
20% 25% Developing
30% relationships
35% with new peers and direct 3.7% 11.3% 20.0% 16.3%
reports
In managing time and priorities in new leadership 1.6% 4.8% 15.1% 13.5%
positions
total
answered question
skipped question
Q14-Future of work
Strongly Agree Low Moderate High
We need to increase the speed of development due to

21.4% 15.3% 13.6%
the retirement of current baby boomer
managers/leaders.
Future leaders’ spans of control will be greater due to 15.0% 12.2% 15.7%
flattening of the organization.
The task of leadership for future leaders will be more 30.8% 35.0% 34.5%
complex.
More cross-functional collaboration and networking will 47.3% 50.8% 46.0%
be required of future leaders.
Global leadership abilities are important to our 23.1% 29.0% 34.5%
organization’s success.
total
answered question
skipped question
Q21-developing new leaders

Agree and Strongly Agree Low Moderate High delta
Effectively recruit candidates to leadership positions 43.6% 66.0% 86.8% 43.2%
Development approach matches expectations of the 18.7% 58.2% 82.8% 64.1%

next generation
Effectively attract younger employees into leadership 38.6% 61.7% 86.8% 48.2%
positions
Increased diversity of our leadership team 41.6% 60.0% 84.4% 42.8%
We have sufficient resources to develop the next 19.8% 29.5% 63.8% 44.0%
50% 60% generation
70% 80% of leaders
90% 100%
We have a clear focus on developing the next 19.9% 42.6% 80.5% 60.6%
generation of leaders
Executives prioritize developing the next generation of 31.4% 56.6% 82.7% 51.3%
leaders
Strong bench strength of new potential leaders 22.1% 42.2% 77.9% 55.8%
Have a succession plan for key positions 15.1% 32.2% 62.7% 47.6%
Effectively capture organizational knowledge of current 14.6% 30.5% 58.3% 43.7%

leaders
Take steps to leverage talents of current leaders to 27.5% 50.4% 81.0% 53.5%
develop the next generation
total 75 129 124
answered question
skipped question
Q23 - What approaches do you take to support the next generation of leaders
0% 50% 60% 70% 80% 90%
Strongly Agree+Agree Low Moderate High delta
rate High Have current managers record videos/audios of critical 9.6% 11.5% 12.2% 2.6%
processes
Use collaborative platforms to share knowledge 27.9% 39.6% 47.4% 19.6%
Give next generation leaders stretch assignments 40.9% 46.8% 55.1% 14.3%
Have new leaders rotate positions 24.0% 32.4% 35.3% 11.2%
Provide on-the-job coaching 53.4% 60.4% 66.0% 12.7%
Have structured job shadowing 28.4% 30.9% 44.9% 16.5%
total
answered question
skipped question
40% 50% 60% 70%
Q23 Approaches to supporting transition to the next generation of leaders

Percent using this approach to supporting transition Low Moderate High
Current managers record videos of critical 10.6% 12.8% 13.5%

processes/information
Use collaborative platforms for knowledge sharing 30.9% 44.0% 52.5%
Give next gen leaders stretch assignments 45.2% 52.0% 61.0%
26.6% 36.0% 39.0%
Have new leaders rotate positions 59.0% 67.2% 73.0%
On-the-job coaching with current leaders 31.4% 34.4% 49.6%
total
answered question
skipped question
Total
68% 2
46% 1
33% 5
33% 6
30% 7
30% 12
29% 4
27% 14
26% 3
24% 11
23% 8
21% 9
20% 13
18% 15
18% 10
13% 16
229
Total
48%
51%
50%
61%
35%
14%
12%
229
frequently
is each of
the
following
description
s true
concernin
g how
your
organizati
on Delta
makes
decisions
on L&D
2%
investment
?
9%
6%
9%
7%
5%
11% 3
1%
11% 4
4%
10% 5
8%
9%
6%
-8%
14% 2
7%
4%
15% 1
10% 6
10% 7
9% 9
10% 8
8%
229
313
frequently
is each of
the
following
description
s true
concernin
g how
your
organizati
on Delta
makes
decisions
on L&D
8%
investment
?
11% 7
7%
5%
10%
10%
5%
9%
17% 2
8%
6%
7%
7%
9%
13% 5
19% 1
2%
16% 3
11%
13% 6
10%
11% 8
15% 4
6%
229
313
229
313
Measure link to improv
Conduct formal performance revie
Use 360-degree feedback
Implement knowledge
Measure Managers pe
Measure Participant's reacti

229
313
229
313
ement at each level of
229
313
229
313
229
313
Percent of organ
Development
8
2
229
1
313
0
Low
229
313
229
313
229
313
229
313
229
313
229
313
Effective and Highly Effective
Action learning assignments
Blended learning
Mentoring programs
Virtual learning
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0

Low Moderate High
How organizations measure the effectiveness of leadership development
Measure link to improved business results
uct formal performance reviews before and after
Use 360-degree feedback of behavior change
Implement knowledge tests after training
Measure Managers perceptions of impact
Measure Participant's reactions and satisfaction
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%
Low Moderate High

Percent of organizations decreasing their investment in Leadership
Development
8
0
Low Moderate High
60.0% 70.0% 80.0% 90.0%
hip development
60.0% 70.0% 80.0% 90.0% 100.0%

Leadership Development Survey 2019
Over the next 12 months, what are the top five leadership skills you will be focusing your leadersh
Answer Choices Responses
Other (please specify) 8.19% 59
Leadership character 13.47% 97
Motivating others 16.81% 121
Influencing others 17.92% 129
Interpersonal relationship skills 18.47% 133
Taking accountability 20.28% 146
Developing themselves 23.47% 169
Decision-making and problem-solving 23.61% 170
Providing feedback 25.00% 180
Creating engagement 26.94% 194
Team leadership 27.92% 201
Strategy development and alignment 29.31% 211
Change leadership 29.31% 211
Performance management 31.67% 228
Emotional intelligence skills 32.50% 234
Communication skills 47.50% 342
Developing and coaching others 65.83% 474
Answered 720
Skipped 0
Respondents Response Date Other (please specify) Tags

1 Feb 11 2019 0 Creating Customer Centric Approach
2 Feb 04 2019 0 situational leadership and contextual management
3 Feb 04 2019 0 Data based leadership
4 Feb 04 2019 0 Confrontation
5 Feb 04 2019 0 succession development
6 Feb 04 2019 1 Cross boundary leadership
7 Feb 04 2019 1 Transformational change Creating the Structural Framework
8 Feb 04 2019 1 Using data and analytics
9 Feb 04 2019 1 Organizational skills
10 Feb 04 2019 1 Culture
11 Jan 28 2019 0 Not sure at this time
12 Jan 24 2019 0 Empowering our Employees
13 Jan 23 2019 1 sales skills & how to attact the customer
14 Jan 23 2019 0 My organization has not yet identified top leadership skills th
15 Jan 23 2019 1 Meditation training
16 Jan 23 2019 0 Data-driven decision making/performance metrics
17 Jan 23 2019 0 Project Management for leaders
18 Jan 23 2019 0 Leading innovation
19 Jan 22 2019 0 Gender equality and diversity in leadership
20 Jan 22 2019 0 Strengths based coaching
21 Jan 22 2019 0 Time management and delegation
22 Jan 22 2019 0 Theory R Managment (Leadership)
23 Jan 22 2019 1 Leading and maintaining Inclusive and diverse staff and wor
24 Jan 22 2019 1 Development of Competence not only knowledge/skill
25 Jan 22 2019 1 Diversity and inclusion
26 Jan 22 2019 1 Hosting Effective Meetings
27 Jan 22 2019 1 Digital Leadership
28 Jan 22 2019 0 Customer Service
29 Jan 21 2019 1 Positive Leadership
30 Jan 20 2019 1 Measuring results
31 Jan 19 2019 0 Project management
32 Jan 18 2019 0 Recognition
33 Jan 17 2019 0 I don't make these determinations
34 Jan 17 2019 0 Presentation skills
35 Jan 17 2019 1 Leading the Organization
36 Jan 17 2019 1 Change is the context of leadership. Without change it is me
37 Jan 17 2019 1 There is no focus on leadership skills, however there is a sm
38 Jan 17 2019 1 Conflict resolution
39 Jan 15 2019 0 Servant Leadership
40 Jan 15 2019 0 Effective Leadership Styles
41 Jan 14 2019 0 Trust
42 Jan 11 2019 1 technical skills
43 Jan 11 2019 1 Our training covers learning what others outside one's depar
44 Jan 11 2019 0 Communication empathy
45 Jan 10 2019 0 having tough conversations
46 Jan 10 2019 0 cultural intelligence
47 Jan 10 2019 0 Developing mental toughness, resilience, and grit
48 Jan 10 2019 1 Team building
49 Jan 10 2019 1 Seriously our leadership and culture initiatives have us work
50 Jan 10 2019 1 Values based leadership
51 Jan 10 2019 0 Business Acumen
52 Jan 10 2019 0 Living integrity
53 Jan 10 2019 0 Trust
54 Jan 10 2019 0 Continous Improvement
55 Jan 10 2019 0 Persuasion, creativity
56 Jan 10 2019 0 Agility
57 Jan 10 2019 0 Engaging Difference/Inclusive Practices
58 Jan 08 2019 0 servant leadership/flipping the triangle
59 Jan 08 2019 0 Developing habit formation for reliability and safety
ll be focusing your leadership development efforts on? (select up to five)
ontextual management
reating the Structural Framework for creating internal alignment
the customer
t identified top leadership skills that will be focused on in this year.
g/performance metrics
ty in leadership
clusive and diverse staff and workplace cultures

ce not only knowledge/skill
adership. Without change it is merely managing. Change is different from management because there is an element of trust in
ship skills, however there is a small external program that shows a token effort
g what others outside one's department do.

ss, resilience, and grit
d culture initiatives have us working on all these this year!
ve Practices
for reliability and safety

re is an element of trust involved. So leaders have to create trust with their people. Leadership development is how you then d
lopment is how you then develop trust. All the rest of the categories are merely subsets of leadership
How do you identify the skills that your leaders need to acquire to be successful? (Check all that a
Other (please specify) 7.99%
We look to outside experts to help determine leadership needs. 11.36%
We acquire tools from outside experts/vendors to determine leadershi 12.34%
A formal needs analysis is conducted using surveys, interviews, and 34.78%
The executive leadership team decides what skills to develop. 46.42%
A leader’s direct manager identifies leadership development needs. 49.09%
Informal interviews with leaders are conducted to determine skill nee 49.51%
The leaders themselves identify their own development needs. 58.63%
Answered
Skipped
Respondents Response Date

1 Feb 11 2019 0
2 Feb 08 2019 1
3 Feb 04 2019 0
4 Feb 04 2019 0
5 Feb 04 2019 1
6 Feb 04 2019 1
7 Feb 04 2019 1
8 Feb 04 2019 0
9 Jan 25 2019 0
10 Jan 23 2019 1
11 Jan 23 2019 1
12 Jan 23 2019 1
13 Jan 23 2019 0
14 Jan 23 2019 0
15 Jan 22 2019 1
16 Jan 22 2019 0
17 Jan 22 2019 0
18 Jan 22 2019 0
19 Jan 22 2019 0
20 Jan 22 2019 1
21 Jan 22 2019 1
22 Jan 22 2019 1
23 Jan 22 2019 1
24 Jan 22 2019 1
25 Jan 21 2019 1
26 Jan 20 2019 1
27 Jan 19 2019 0
28 Jan 17 2019 0
29 Jan 17 2019 0
30 Jan 17 2019 0
31 Jan 17 2019 0
32 Jan 17 2019 1
33 Jan 17 2019 1
34 Jan 17 2019 1
35 Jan 17 2019 1
36 Jan 17 2019 1
37 Jan 17 2019 1
38 Jan 17 2019 1
39 Jan 17 2019 1
40 Jan 17 2019 1
41 Jan 17 2019 1
42 Jan 17 2019 1
43 Jan 17 2019 1
44 Jan 15 2019 0
45 Jan 15 2019 0
46 Jan 11 2019 0
47 Jan 10 2019 0
48 Jan 10 2019 1
49 Jan 10 2019 1
50 Jan 10 2019 0
51 Jan 10 2019 0
52 Jan 10 2019 0
53 Jan 10 2019 0
54 Jan 10 2019 0
55 Jan 10 2019 0
56 Jan 09 2019 0
57 Jan 08 2019 0
re to be successful? (Check all that apply.)
2017 2018 2019
57 10.02% 7.99%
81 11% 10.82% 11.36%
88 18% 14.03% 12.34%
248 31% 32.87% 34.78%
331 45% 44.89% 46.42%
350 59% 48.70% 49.09%
353 34% 42.08% 49.51%
418 60% 46.69% 58.63%
713
7
Other (please specify) Tags

Problem or Project Base
Competency Model development
HR observes performance strengths and gaps
Influencing
Assessments
We use our Simulation tps://vimeo.com/138751875
360 feedback results
involve self-management processes
Leadership Book Club
frendly & trendy approach
Talent Assessment tool with competency ratings
We think about the idea of "Training" and "Long Life Learning".
Part of our organization-wide strategic planning process each year
Based on strategy, what does leadership need to be successful. (Not in a formal needs analysis way.)
HR data to see if the team is healthy. High attrition in team or HR connects in which team complains about their ma
Dedicated Talent Development Manager who works 1:1 with each leader to identify needs
I asked our HR partners where they were spending the most time in coaching the managers and employees
Right now there is no program. This is much needed.
research into best practices and new trends
Combination of all of the above.
Internally-generated study to identify new/different leadership skills needed due to change of business practices.
employee surveys and feedback
I offer coaching, guidance and recommendations
CHRO reports
Partnership with Employee Relations colleagues to gather data gleaned from their work with supervisors/leaders
360 evaluation
review research on what employers are looking for
The executive team appointed an Organisational Leadership Coach, as well as engaging an external supplier to de
I don't make these determinations
We are looking to create a survey
360 surveys
Daily work with leaders
We try to respond to feedback we receive from employees.
I make recommendations based on cooperation or lack of cooperation with training initiatives
company leadership competency model
We access our own experiences in leadership.
360 reviews and informal employee feedback
It starts with a change in the business strategy. We then defined what behaviours would help in delivering a future
Observation
Informal needs analysis using a focus group
HR Business Partners recommend improvement opportunities
alignment with execituve guidance and Mission, Vison and Culture
watching company engagement feedback and other corporate measurements
Annual engagement survey results
Our strategy here is ineffective!
Within the organization to create ownership and commitment
observation
It is hard to know for sure because the training team is not involved in any of the leadership training currently.
Multi rater feedback analysis
360 Feedback
Mission, Vison, Values, and expected behaviors of the organization
interviews with the leaders direct reports
General observation
Leadership 360
A cross functional committee investigates needs and develops tools
HR also sets the course, based on feedback and observation
Engagement survey data on organizational items
analysis way.)
m complains about their managers contribute to identifying skills that are required
gers and employees
ge of business practices.
with supervisors/leaders
g an external supplier to deliver customised training Values training for leaders.
d help in delivering a future strategy. We then needed to use a diagnostic to describe where we were presently on those behav
ship training currently.

presently on those behaviours in order to establish the performance gap. We then designed an intervention to bridge the perfo
vention to bridge the performance gap. We then needed to Drive and Deliver by assessing and evaluating whether the interven
uating whether the intervention has had impact and added value.
How would you rate the effectiveness of the different leadership development methods you use? (
Do Not Use
Instructor-led classroom 6.24% 44
Instructor-led online/remote (virtual learning) 24.02% 165
Self-paced e-learning 12.45% 85
Virtual reality (VR), augmented reality (AR), or artificial intelligence (A 77.99% 528
Video-based training 22.92% 157
Simulations and role-plays 16.26% 113
Mobile learning 52.81% 357
On-the-job training 5.76% 40
Mentoring programs 22.63% 155
Informal learning methods 11.95% 82
Micro-learning 37.57% 254
Learning libraries 32.89% 222
Social media networks 48.21% 324
Learning portals 31.85% 215
Reinforcement and review of learning after a training event 15.96% 109
360-degree feedback tools 34.60% 237
Open-source programs (MOOCS, YouTube.com, etc.) 49.41% 333
Manager coaching and support 7.13% 49
Game-like components (leader boards, competition, etc.) 50.22% 341
Blended learning 20.79% 142
Job rotations 47.78% 323
Action learning assignments (hands-on learning opportunities) 23.16% 157
Stretch/challenge assignments 29.01% 199
University/college programs (including executive education) 39.85% 271
Graph 2: Changes in learning methods used from 2017 to 2019
Job rotations

Micro-learning
50 55 60 65
2017 2018 201

pment methods you use? (Rate the effectiveness of the component even if it is used within a blended solution
Not Effective Somewhat Ineffective Marginally Effective Effective
0.71% 5 3.55% 25 19.72% 139 45.96%
2.77% 19 9.61% 66 29.55% 203 29.99%
4.10% 28 14.35% 98 39.53% 270 26.35%
1.77% 12 4.28% 29 8.71% 59 5.47%
2.63% 18 11.97% 82 32.55% 223 26.28%
0.72% 5 3.45% 24 14.82% 103 41.58%
2.22% 15 7.69% 52 20.27% 137 15.09%
1.01% 7 2.73% 19 12.23% 85 43.17%
0.73% 5 3.80% 26 15.18% 104 35.62%
1.60% 11 8.75% 60 33.24% 228 36.44%
2.22% 15 6.80% 46 20.41% 138 26.92%
6.37% 43 15.85% 107 27.41% 185 15.41%
5.51% 37 11.90% 80 22.32% 150 10.12%
3.70% 25 8.89% 60 30.67% 207 21.04%
0.88% 6 4.98% 34 18.01% 123 39.39%
1.31% 9 3.94% 27 16.79% 115 30.07%
1.48% 10 9.50% 64 21.96% 148 14.84%
1.75% 12 4.95% 34 17.03% 117 41.48%
1.47% 10 6.19% 42 15.32% 104 20.91%
0.88% 6 4.10% 28 17.72% 121 38.80%
1.48% 10 4.88% 33 9.76% 66 25.89%
0.59% 4 2.65% 18 11.50% 78 35.84%
1.02% 7 3.79% 26 15.16% 104 32.65%
1.76% 12 7.94% 54 18.24% 124 26.03%
19
65 70 75 80 85 90
2017 2018 2019

d within a blended solution.) Used delta
Effective Highly Effective Total 2017 2018 2019
324 23.83% 168 705 93 93 94.00 1%
206 4.08% 28 687 73 73 76.00 3
180 3.22% 22 683 81 79 88.00 9
37 1.77% 12 677 22.00
180 3.65% 25 685 74 73 77.00 4
289 23.17% 161 695 71 82 84.00 2
102 1.92% 13 676 48 46 47.00 1
300 35.11% 244 695 94 91 94.00 3
244 22.04% 151 685 79 76 77.00 1
250 8.02% 55 686 86 85 88.00 3
182 6.07% 41 676 56 55 62.00 7
104 2.07% 14 675 65 64 67.00 3
68 1.93% 13 672 51 52 52.00
142 3.85% 26 675 68 63 68.00 5
269 20.79% 142 683 81 81 84.00 3
206 13.28% 91 685 69 69 65.00 -4
100 2.82% 19 674 58 51 51.00
285 27.66% 190 687 94 90 93.00 3
142 5.89% 40 679 51 47 50.00 3
265 17.72% 121 683 75 78 79.00 1
175 10.21% 69 676 58 55 52.00 -3
243 26.25% 178 678 78 74 77.00 3
224 18.37% 126 686 73 70 71.00 1
177 6.18% 42 680 61 62 60.00 2
Answered 710
Skipped 10
90
E+HE
2017 2018 2019
75 73 70.00 -3
44 34 34.00
39 26 30.00 4
7.00
50 31 30.00 1
77 63 65.00 2
45 17 17.00
80 70 78.00 8
76 56 58.00 2
51 41 44.00 3
48 27 33.00 6
30 17 17.00
30 13 12.00 -1
39 24 25.00 1
75 56 60.00 4
72 44 43.00 -1
33 18 18.00
72 63 69.00 6
47 20 27.00 7
68 53 57.00 4
62 35 36.00 1
78 60 62.00 2
69 50 51.00 1
53 33 32.00 -1
How would you rate the effectiveness of the different leadership development methods you use? (Rate the e
Do Not Use
VirtualGraph 3: Percent
reality (VR), augmented rating the (AR),
reality learning method
or artificial as Effective
intelligence (A 77.99% 528
Social media networks 48.21% 324
Mobile learning 52.81% 357
Learning libraries On-the-job training 32.89% 222
49.41% 333
Learning portals 31.85% 215
Self-paced e-learning Simulations and role-plays 12.45% 85
Video-based training 22.92% 157
Action learning assignments (hands-on learning
University/college programs (including executive education) opportunities) 39.85% 271
Micro-learning Reinforcement and review of learning after a training event 37.57% 254
Instructor-led online/remote (virtual learning) 24.02% 165
Job rotations Mentoring programs 47.78% 323
360-degree feedback tools Blended learning 34.60% 237
Informal learning methods 11.95% 82
Stretch/challenge assignments 29.01% 199
Blended learning Informal learning methods 20.79% 142
Mentoring programs 22.63% 155
Reinforcement and review of learning after a training event 15.96% 109
Action learning assignments (hands-on learning opportunities) Job rotations 23.16% 157
Simulations and role-plays 16.26% 113
Instructor-led online/remote (virtual learning)
Instructor-led classroom Micro-learning 6.24% 44
On-the-job training 5.76% 40
University/college programs (including executive education)
Learning portals
Learning libraries
Mobile learning
Virtual reality (VR), augmented reality (AR), or artificial intelligence (AI)
0.00 10.00 20.00 30.00

methods you use? (Rate the effectiveness of the component even if it is used within a blended solution.)
Not Effective Somewhat Ineffective Marginally Effective Effective
1.77% 12 4.28% 29 8.71% 59 5.47%
5.51% 37 11.90% 80 22.32% 150 10.12%
2.22% 15 7.69% 52 20.27% 137 15.09%
6.37% 43 15.85% 107 27.41% 185 15.41%
1.48% 10 9.50% 64 21.96% 148 14.84%
3.70% 25 8.89% 60 30.67% 207 21.04%
1.47% 10 6.19% 42 15.32% 104 20.91%
4.10% 28 14.35% 98 39.53% 270 26.35%
2.63% 18 11.97% 82 32.55% 223 26.28%
1.76% 12 7.94% 54 18.24% 124 26.03%
2.22% 15 6.80% 46 20.41% 138 26.92%
2.77% 19 9.61% 66 29.55% 203 29.99%
1.48% 10 4.88% 33 9.76% 66 25.89%
1.31% 9 3.94% 27 16.79% 115 30.07%
1.60% 11 8.75% 60 33.24% 228 36.44%
1.02% 7 3.79% 26 15.16% 104 32.65%
0.88% 6 4.10% 28 17.72% 121 38.80%
0.73% 5 3.80% 26 15.18% 104 35.62%
0.88% 6 4.98% 34 18.01% 123 39.39%
0.59% 4 2.65% 18 11.50% 78 35.84%
0.72% 5 3.45% 24 14.82% 103 41.58%
1.75% 12 4.95% 34 17.03% 117 41.48%
0.71% 5 3.55% 25 19.72% 139 45.96%
1.01% 7 2.73% 19 12.23% 85 43.17%
20.00 30.00 40.00 50.00 60.00 70.00 80.00

nded solution.) Used delta
Effective Highly Effective Total 2017 2018 2019
37 1.77% 12 677 22.00
68 1.93% 13 672 51 52 52.00
102 1.92% 13 676 48 46 47.00 1
104 2.07% 14 675 65 64 67.00 3
100 2.82% 19 674 58 51 51.00
142 3.85% 26 675 68 63 68.00 5
142 5.89% 40 679 51 47 50.00 3
180 3.22% 22 683 81 79 88.00 9
180 3.65% 25 685 74 73 77.00 4
177 6.18% 42 680 61 62 60.00 2
182 6.07% 41 676 56 55 62.00 7
206 4.08% 28 687 73 73 76.00 3
175 10.21% 69 676 58 55 52.00 -3
206 13.28% 91 685 69 69 65.00 -4
250 8.02% 55 686 86 85 88.00 3
224 18.37% 126 686 73 70 71.00 1
265 17.72% 121 683 75 78 79.00 1
244 22.04% 151 685 79 76 77.00 1
269 20.79% 142 683 81 81 84.00 3
243 26.25% 178 678 78 74 77.00 3
289 23.17% 161 695 71 82 84.00 2
285 27.66% 190 687 94 90 93.00 3
324 23.83% 168 705 93 93 94.00 1%
300 35.11% 244 695 94 91 94.00 3
Answered 710
Skipped 10
70.00 80.00 90.00

E+HE
2017 2018 2019
7.00
30 13 12.00 -1
45 17 17.00
30 17 17.00
33 18 18.00
39 24 25.00 1
47 20 27.00 7
39 26 30.00 4
50 31 30.00 1
53 33 32.00 -1
48 27 33.00 6
44 34 34.00
62 35 36.00 1
72 44 43.00 -1
51 41 44.00 3
69 50 51.00 1
68 53 57.00 4
76 56 58.00 2
75 56 60.00 4
78 60 62.00 2
77 63 65.00 2
72 63 69.00 6
75 73 70.00 -3
80 70 78.00 8
Indicate the extent to which you agree with each of the following statements concerning executive
Disagree Stro
Top executives teach or lead leadership development sessions. 19.05%
Top executives are involved in leadership program kick-off and laun 8.86%
Top executives record talks or videos on the importance of leadersh 18.88%
Top executives publicly acknowledge that leadership development is a 7.01%
The organization’s annual report mentions our investment in leaders 14.12%
Top executives actively review decisions on leadership development in 8.35%
Top executives sponsor leadership community initiatives. 10.17%
Top executives set specific expectations for participation in leadersh 8.14%
Top executives communicate and model the organization’s leadershi 6.46%
In what other ways do top executives show their support for leadership development?

1 Feb 11 2019 0
2 Feb 11 2019 0
3 Feb 11 2019 0
4 Feb 08 2019 1
5 Feb 07 2019 0
6 Feb 05 2019 0
7 Feb 05 2019 0
8 Feb 05 2019 1
9 Feb 04 2019 0
10 Feb 04 2019 0
11 Feb 04 2019 0
12 Feb 04 2019 0
13 Feb 04 2019 0
14 Feb 04 2019 0
15 Feb 04 2019 0
16 Feb 04 2019 0
17 Feb 04 2019 0
18 Feb 04 2019 1
19 Feb 04 2019 1
20 Feb 04 2019 1
21 Feb 04 2019 1
22 Feb 04 2019 1
23 Feb 04 2019 1
24 Feb 04 2019 1
25 Feb 04 2019 1
26 Feb 04 2019 1
27 Feb 04 2019 1
28 Feb 04 2019 1
29 Feb 04 2019 0
30 Jan 29 2019 0
31 Jan 29 2019 0
32 Jan 28 2019 0
33 Jan 28 2019 0
34 Jan 25 2019 0
35 Jan 24 2019 1
36 Jan 24 2019 0
37 Jan 23 2019 1
38 Jan 23 2019 1
39 Jan 23 2019 0
40 Jan 23 2019 0
41 Jan 23 2019 0
42 Jan 23 2019 0
43 Jan 22 2019 1
44 Jan 22 2019 0
45 Jan 22 2019 0
46 Jan 22 2019 0
47 Jan 22 2019 0
48 Jan 22 2019 0
49 Jan 22 2019 0
50 Jan 22 2019 0
51 Jan 22 2019 1
52 Jan 22 2019 1
53 Jan 22 2019 1
54 Jan 22 2019 1
55 Jan 22 2019 1
56 Jan 22 2019 1
57 Jan 22 2019 1
58 Jan 22 2019 1
59 Jan 22 2019 1
60 Jan 22 2019 1
61 Jan 22 2019 1
62 Jan 22 2019 1
63 Jan 22 2019 1
64 Jan 22 2019 1
65 Jan 22 2019 1
66 Jan 22 2019 0
67 Jan 20 2019 1
68 Jan 18 2019 0
69 Jan 18 2019 1
70 Jan 18 2019 0
71 Jan 17 2019 0
72 Jan 17 2019 0
73 Jan 17 2019 0
74 Jan 17 2019 0
75 Jan 17 2019 0
76 Jan 17 2019 0
77 Jan 17 2019 1
78 Jan 17 2019 1
79 Jan 17 2019 1
80 Jan 17 2019 1
81 Jan 17 2019 1
82 Jan 17 2019 1
83 Jan 17 2019 1
84 Jan 17 2019 1
85 Jan 17 2019 1
86 Jan 17 2019 1
87 Jan 17 2019 1
88 Jan 17 2019 1
89 Jan 17 2019 1
90 Jan 17 2019 1
91 Jan 17 2019 1
92 Jan 17 2019 1
93 Jan 15 2019 0
94 Jan 15 2019 0
95 Jan 15 2019 0
96 Jan 15 2019 0
97 Jan 15 2019 0
98 Jan 15 2019 0
99 Jan 14 2019 0
100 Jan 11 2019 1
101 Jan 11 2019 1
102 Jan 11 2019 1
103 Jan 11 2019 0
104 Jan 11 2019 0
105 Jan 11 2019 0
106 Jan 10 2019 1
107 Jan 10 2019 1
108 Jan 10 2019 0
109 Jan 10 2019 0
110 Jan 10 2019 0
111 Jan 10 2019 0
112 Jan 10 2019 0
113 Jan 10 2019 0
114 Jan 10 2019 0
115 Jan 10 2019 0
116 Jan 10 2019 0
117 Jan 10 2019 0
118 Jan 10 2019 0
119 Jan 09 2019 0
120 Jan 08 2019 1
121 Jan 08 2019 1
122 Jan 08 2019 1
ing statements concerning executive involvement in leadership development initiatives at your company.
Disagree Strongly Disagree
133 30.23% 211
62 13.43% 94
131 25.22% 175
49 10.73% 75
98 31.99% 222
58 25.04% 174
71 27.94% 195
57 26.14% 183
45 20.52% 143
development?
In what other ways do top executives show their support for leadership development?Tags
Regular Match of leadership development with set organisation goal
By helping in the decision to admit participants to the leadership programs, thereby endorsing the program goals an
Personal feedback intermittently given informally
They also attend and participate in the leadership development training workshops.
Top executives show up at ILT events and show their support for the material being covered
Leadership involvement is always very impactful, and tends to act as "modeling opportunities" for leaders to encour
Prioritizing by protecting leadership development budgets.
communicating regularly with people
Give funds
Top executives attend, participate, learn from the LDP.
They find sponsorship for leadership development training programs.
Use of professional coach with newly promoted Directors/Senior Managers or HIPOs
Our top executives could use some help practicing what they preach. :(
Walk the walk
Defining and publishing core values.
They do not, and that's where our problem starts.
Sponsor or mentor
They actively participate and facilitate in Leadership Development ILT and OJT activities
Role Modelling key
Regularly talk about it on webinars and at critical meetings. Developing our people is one of our company's operatin
Dedicate
They "let-go"timeand
andbecome
funds forpersonally
develomentvulnerable during the Simulations _x000D_
.tps://vimeo.com/138751875 They get totally involved to prove they are not Self-Deceived
na
Discussions during succession planning
Talk about, participate when asked, but no strategic effort regarding leadership development across the organizatio
They participate in the learning
Participate in training opportunities on occasion.
It is critical for Top Leaders to share the need which supports the culture of the organization
by recognising both bottom up and top down processes. By creating a more even relationship across the company
Top execs, sponsors Emerson training within all facets of the organization.
To always be present in meetings and to add their input into email strings to show their engagement.
Participation and championing the programs.
Top executives identify strategic initiatives to be used as challenge assignments, with participant recommendations
Monthly 1-hour update recorded meetings, leadership book club and discussions, annual statewide Summit confere
Participating in program design discussions
Financial commitment
Update the mission and vision statements to reflect this.
it all depends
As executive sponsors for our major leadership development initiatives such as our physician leadership academy a
I believe they should but do not currently do so at this organization.
Participate in final presentation events at the end of course, to evaluate impact of training. Also supporting professio
to be honest our executives talk a lot about leadership development but fail to be involved and could probably do w
Not all top executives display interest. We have varied business - few business heads actively contribute to leaders
Mention the importance of inclusive environment and challenges faced by women and minorities.
None
Administrators' general assembly
Dedicating resources and ensuring developing leaders' time is available--that is, excuse them from their regular dut
The leadership program at my company is only for top performers, and is seen by the organization as our first optio
As mentors and informal meetings such as "Lunch with Leaders" were there is no specific agenda and leadership p
Bonuses are dependent on development.
I think your list covers it.
Somewhat, depending on the initiative.
On going initiatives such as group book readings and application discussions. Not a "one-and done", "check it off th
Top Execs support and encourage strategic initiatives cross-functionally
By being the primary driver in annual performance reviews and goal setting.
Modeling the behavior, calling attention when behavior is outside of model and stating the model decision.
Give honest feedback
They attend the in-class sessions with every other employee attending (equal expectation, equal accountability). T
None
none at all
Lack of senior involvement is a primary reason why it is lagging
They always seem more interested in their own development than that of the team.
approve money for training
Ensure that they vocalize support for training initiatives that are designed to develop effective leaders, include in pe
Involvement in planning training sessions
Town hall meetings
Speaking at talent development (not leadership) courses
hold their direct reports accountable for commitment throughout the organization and develop actionable results
Hired outside contractor to facilitate a 4 day training on Coaching. It was not effective.
encourage self-motivated development
Executive team participate with other leaders from the business in internal training courses e.g. coaching program a
I'm not pivy to the information regarding above at my level.
Funding sources
Top executives are not involved much in the leadership development program. It's kind of we need this, and that's i
Recommend people to attend the training. Stop by and visit/check-in while the training is occurring. Follow-up with t
N/A
Priority emphasis on utilization of "Trust Edge" Principles across all continues of programs, services and staff levels
Encourage potential leaders to seek education on their own. No company support
There is a strong ownership culture here that encourages innovation and risk taking.
The company is focused on developing and attracting stronger leaders to the organization.
Top executives select employees in their overall departments to participate in our highest level of leadership develo
Free participants to attend programs. Backfill clinical positions so that participants can attend.
Working with Learning & Development to prioritize these efforts.
Mentoring
take a 360 themselves, "walk the walk", mentor/coach, help their people to fulfill their potential
One Executive (our CHRO) will kick off programs, but no other executives are involved. That's why I disagreed with
They do not.
Corporate Town Hall meetings; communications with "All Employees", posting on Intranet
Co-facilitate a leadership session or provide color commentary. Their presence is magical.
The leadership path has to be an engaging one. The overt commitment of the top team to a changing strategy is si
There is little to no support shown within this agency.
Although not historically given a spotlight by executive level leadership, this is a key focus area at the enterprise lev
not much
Attend the training themselves.
Recognition programs
Guest speaker during leadership development classes.
I have seen zero support for leadership development, which is a big part of the problem. Our "leaders" need training
Lead a book club specifically on Lead Dev books (Measure What Matters, 7 Habits, Good to Great)
Fully live the approach themselves - leading by example
Top executives should model appropriate leadership in showing support for leadership development of all employee
Lip service only.
Through providing on-the-job project-based opportunities.
Several development programs open to all employees, we have several execs participating in as regular participant
The top execs leave us with the impression they don't care, we are here to just get the work done. However, we ha
Regular interaction
The talk with no action, ownership, or accountability
Employing our internal instructional design team to custom create a leadership program that meets the specific nee
Emailed articles about leadership
C-suite leaders comply with all aspects of our in-house university and required training completion for our organizat
Support individual leadership growth efforts.
N/a
They participate as learners and demonstrate/role model an investment in their own professional and personal deve
If I understand this question correctly you are asking if these things happen in my organization. This is how I answe
Role modeling the expectations and personally checking in with the active participants.
The best example of leadership development shows in the people who are being developed. The culture of leaders
active participation and sponsorship of community non-profit activities to provide learning opportunities
Endorse
Through company-wide communications - quarterly newsletters and weekly short blogs
They talk about wanting it, but for the most part are not involved, and do not work with it.
Mention them at company or team meetings, help create curriculum, tirelessly promote and support the leadership
Top Executives seen/participate in learning environments by/with other staff
They recognize the need for developing leaders across the organization and as the singleton overseeing any needs
tives at your company.
Agree Agree Strongly Total
36.53% 255 14.18% 99 698
44.14% 309 33.57% 235 700
38.90% 270 17.00% 118 694
44.21% 309 38.05% 266 699
39.19% 272 14.70% 102 694
48.20% 335 18.42% 128 695
42.84% 299 19.05% 133 698
44.29% 310 21.43% 150 700
44.62% 311 28.41% 198 697
122
Answered 705
Skipped 15
endorsing the program goals and importance.
ortunities" for leaders to encourage specific behaviors.

one of our company's operating priorities.
lopment across the organization ...
lationship across the company.
eir engagement.
h participant recommendations being presented to the Board of Directors.

nual statewide Summit conference.
physician leadership academy and nursing leadership academy.
ining. Also supporting professional accreditation for candidates as part of training.

olved and could probably do with a development program themselves
s actively contribute to leadership development. Most others do not.
d minorities.
use them from their regular duties to attend training. Not expecting the leader to do all of their work AND attend training. Also, o
e organization as our first option when considering filling positions, especially the more senior positions.
ecific agenda and leadership program participants get to ask them questions.
"one-and done", "check it off the list" attitude toward leadership development. Have "changed seats on the bus" for some peo
g the model decision.
ation, equal accountability). They talk about their own development at employee forums, etc.
effective leaders, include in performance appraisals and retain based on personal accountability (leaders are taking classes an
d develop actionable results
ourses e.g. coaching program and/ or sales training programs, delivered in house by accredited trainers. Courses both run for w
nd of we need this, and that's it.

ng is occurring. Follow-up with the trainee on learnings.
grams, services and staff levels. (Clarity, Compassion, Character, Competency, Commitment, Connection, Contribution, Consis
ghest level of leadership development each year.
ed. That's why I disagreed with all the statements that used the plural, "executives."
am to a changing strategy is significant in establishing a momentum for change. How the leaders then engage the followers, a
focus area at the enterprise level for 2019.

em. Our "leaders" need training!
Good to Great)
ip development of all employees.
ipating in as regular participants.

he work done. However, we have a new exec who is all about leadership development and training and developing talent. It's a
am that meets the specific needs of the organization.
ng completion for our organizations status and practices.
professional and personal development.

ganization. This is how I answered the question.
veloped. The culture of leadership within the organization would speak volumes over any other example.
ning opportunities
ote and support the leadership development program, if it doesn't come from the top than hard to inculcate the importance and
singleton overseeing any needs analysis, or recommendation for training, I am often left out of the loop on budget, critical HR da
AND attend training. Also, overtly supporting the training.
ats on the bus" for some people who are unable/unwilling to develop in this area.
aders are taking classes and applying what they learn back in the workplace.)
ners. Courses both run for weekly for 9 weeks, with formal graduation. Executive team attend graduation and bear witness to c
ection, Contribution, Consistency). Top executives communicate this emphasis in a variety of formats.
hen engage the followers, and show significance of the intervention with their actions is vital to success
and developing talent. It's a breath of fresh air, yet a long uphill battle to create and maintain the culture our new exec seeks.
culcate the importance and culture of continuous improvement of leaders
oop on budget, critical HR data to drive decisions, or present at meetings where leadership development may be discussed. I g
tion and bear witness to commitments given in graduation speeches.
ure our new exec seeks. This culture change is currently in the zygote phase.
ent may be discussed. I get my information through trial and error as I am not a recognized manager.
Mindfulness: Some organizations have incorporated mindfulness training (for example, meditation
Strongly Disagree
We include mindfulness activities in our leadership development pro 33.24%
We have a complete program on mindfulness techniques. 42.00%
We encourage leaders to practice mindfulness in their day-to-day wo 31.29%
Mindfulness activities are an important part of our work environment. 30.80%
We do not see any value to including mindfulness activities in our pr 30.98%
Other comments about mindfulness training (please specify):

1 Feb 11 2019 11:56 AM
2 Feb 07 2019 10:31 AM
3 Feb 07 2019 09:31 AM
4 Feb 05 2019 04:25 PM
5 Feb 04 2019 07:50 PM
6 Feb 04 2019 05:56 PM
7 Feb 04 2019 05:15 PM
8 Feb 04 2019 01:44 PM
9 Feb 04 2019 01:18 PM
10 Feb 04 2019 01:17 PM
11 Feb 04 2019 12:50 PM
12 Feb 04 2019 12:46 PM
13 Feb 04 2019 12:36 PM
14 Feb 04 2019 12:19 PM
15 Feb 04 2019 12:16 PM
16 Feb 04 2019 12:12 PM
17 Feb 04 2019 12:11 PM
18 Feb 04 2019 12:11 PM
19 Feb 04 2019 12:09 PM
20 Feb 04 2019 11:58 AM
21 Feb 04 2019 11:57 AM
22 Feb 04 2019 05:03 AM
23 Jan 28 2019 04:08 PM
24 Jan 28 2019 11:41 AM
25 Jan 23 2019 12:57 PM
26 Jan 23 2019 09:45 AM
27 Jan 23 2019 02:01 AM
28 Jan 22 2019 10:11 PM
29 Jan 22 2019 07:49 PM
30 Jan 22 2019 06:06 PM
31 Jan 22 2019 03:28 PM
32 Jan 22 2019 01:21 PM
33 Jan 22 2019 12:59 PM
34 Jan 22 2019 12:27 PM
35 Jan 22 2019 11:58 AM
36 Jan 22 2019 11:16 AM
37 Jan 22 2019 11:16 AM
38 Jan 22 2019 11:03 AM
39 Jan 22 2019 10:54 AM
40 Jan 22 2019 10:53 AM
41 Jan 22 2019 10:50 AM
42 Jan 22 2019 10:43 AM
43 Jan 22 2019 08:21 AM
44 Jan 22 2019 07:10 AM
45 Jan 20 2019 10:32 AM
46 Jan 18 2019 11:03 AM
47 Jan 17 2019 04:42 PM
48 Jan 17 2019 02:20 PM
49 Jan 17 2019 02:05 PM
50 Jan 17 2019 02:04 PM
51 Jan 17 2019 01:56 PM
52 Jan 17 2019 12:12 PM
53 Jan 17 2019 11:46 AM
54 Jan 17 2019 11:39 AM
55 Jan 17 2019 11:26 AM
56 Jan 17 2019 11:13 AM
57 Jan 17 2019 10:39 AM
58 Jan 17 2019 10:37 AM
59 Jan 17 2019 10:32 AM
60 Jan 17 2019 10:31 AM
61 Jan 17 2019 10:30 AM
62 Jan 17 2019 10:27 AM
63 Jan 17 2019 10:26 AM
64 Jan 17 2019 10:24 AM
65 Jan 17 2019 10:21 AM
66 Jan 17 2019 10:16 AM
67 Jan 17 2019 10:14 AM
68 Jan 15 2019 03:57 PM
69 Jan 15 2019 03:24 PM
70 Jan 15 2019 02:26 PM
71 Jan 14 2019 01:32 PM
72 Jan 14 2019 06:42 AM
73 Jan 11 2019 10:07 AM
74 Jan 11 2019 08:54 AM
75 Jan 10 2019 12:25 PM
76 Jan 10 2019 11:54 AM
77 Jan 10 2019 11:25 AM
78 Jan 10 2019 11:20 AM
79 Jan 10 2019 10:35 AM
80 Jan 10 2019 10:27 AM
81 Jan 10 2019 09:52 AM
82 Jan 10 2019 09:42 AM
83 Jan 10 2019 09:36 AM
84 Jan 10 2019 09:28 AM
85 Jan 10 2019 08:56 AM
86 Jan 10 2019 08:48 AM
87 Jan 10 2019 08:44 AM
88 Jan 10 2019 08:43 AM
89 Jan 10 2019 08:41 AM
90 Jan 08 2019 05:00 PM
91 Jan 08 2019 10:12 AM
92 Jan 08 2019 09:35 AM
ning (for example, meditation) into their leadership development programs. To what degree do you agree or
Disagree Agree Strongly Agree Total Weighted Average
32.95% 25.96% 7.85% 701 2.08
41.00% 11.71% 5.29% 700 1.8
29.71% 31.71% 7.29% 700 2.15
34.10% 26.36% 8.74% 698 2.13
43.95% 19.31% 5.76% 694 2
92
Answered 704
Skipped 16
Tags
ree do you agree or disagree with the following statements?
How do you measure the effectiveness of leadership development efforts? Indicate how frequently
Almost Nev
Measure participants’ reactions and satisfaction with the program 4.01%
Measure the participants’ managers’ perceptions of the impact on thei 10.58%
Implement knowledge tests after the program 23.40%
Assess participants’ direct reports’ perceptions (360-degree feedba 30.71%
Conduct formal performance reviews before and after completing a 33.91%
Measure the link between leadership development and improvement i 28.71%
Are there other ways you assess the effectiveness of your leadership development efforts? (please specify)

1 Feb 04 2019 0
2 Feb 04 2019 0
3 Feb 04 2019 0
4 Feb 04 2019 0
5 Feb 04 2019 0
6 Feb 04 2019 1
7 Feb 04 2019 1
8 Feb 04 2019 1
9 Feb 04 2019 1
10 Feb 04 2019 1
11 Feb 04 2019 1
12 Feb 04 2019 1
13 Feb 04 2019 0
14 Jan 29 2019 0
15 Jan 28 2019 0
16 Jan 24 2019 0
17 Jan 23 2019 1
18 Jan 22 2019 0
19 Jan 22 2019 0
20 Jan 22 2019 0
21 Jan 22 2019 0
22 Jan 22 2019 1
23 Jan 22 2019 1
24 Jan 22 2019 1
25 Jan 22 2019 1
26 Jan 22 2019 1
27 Jan 18 2019 0
28 Jan 17 2019 0
29 Jan 17 2019 0
30 Jan 17 2019 1
31 Jan 17 2019 1
32 Jan 17 2019 1
33 Jan 17 2019 1
34 Jan 17 2019 1
35 Jan 17 2019 1
36 Jan 17 2019 1
37 Jan 17 2019 1
38 Jan 16 2019 0
39 Jan 15 2019 0
40 Jan 15 2019 0
41 Jan 11 2019 1
42 Jan 11 2019 1
43 Jan 11 2019 1
44 Jan 11 2019 0
45 Jan 11 2019 0
46 Jan 10 2019 1
47 Jan 10 2019 1
48 Jan 10 2019 1
49 Jan 10 2019 0
50 Jan 10 2019 0
51 Jan 10 2019 0
52 Jan 10 2019 0
53 Jan 10 2019 0
54 Jan 09 2019 0
55 Jan 08 2019 0
56 Jan 08 2019 1
ment efforts? Indicate how frequently you use the following approaches:
Almost Never Seldom
21 14.69% 77
55 36.54% 190
121 35.40% 183
160 34.74% 181
176 35.45% 184
149 36.03% 187
evelopment efforts? (please specify)
e other ways you assess the effectiveness of your leadership development efforts? (please Tags specify)
Action learning
Select impact studies (up to ROI analysis) of pilot or biz critical initiatives
tracking internal promotions and reduction in voluntary turnover among leadership development program participan
We do pre and post self-evaluations as well as with their supervisor. We would like to do more 360s.
Observation of implementation of tools and principles
We are finally beginning to get the Leadership Development baked in to the business plan
na
Get everyone involved in creating the underlying Structural Framework (the Constitution) that THEY want to drive th
Direct feedback from managers.
Company engagement surveys
Kirkpatrick levels 1 - 4; ROE plus ROI calculation
ROI ...
Yes. It is more holistic and NOT so measure and reward/punish
Allowing autonomy to be the guiding principle towards innovative brand changes.
Draw a connection between leaders and the behavior of their direct reports. Must set the pace for the managers to
Using a 360 tool, leaders are re-assessed approximately 14 months after the first assessment and results are comp
Promotion rate up through the pipeline after attending programs.
None
Hold attendees accountable to proving how they are applying the concepts into their day-to-day activities
Gain feedback from our C suite executives based on their observations of the participants.
Annual engagement surveys, progress/completion rates, standard business metrics.
n/a
Linking results back to behavior is critical and also difficult. Quantifiable and measurable are not the same.
Follow up mentor / mentee feedback sessions.
we measure culture change through monthly engagement surveys
Our leadership program centers around 4 core leadership competencies and the performance evaluation mirrors th
Currently are not doing but is a key strategy for 2019 and beyond
Graduation speeches use specific examples of development and performance improvement. The speeches include
By results
No leadership development program in place. All personal education
We have developed a quarterly review for technicians to complete, which will provide us with feedback on the perfo
measure promotions and tenure of those who completed leadership development program.
Active learning contributions to business. Informal feedback by participants and people who work with them. Have s
Assessment is something we are failing at.
Annual talent management and succession planning conversations reviewing those in formal leadership roles, as w
Three touch points: Immediately after for satisfaction with course, @60 days on implementation of what they learne
We conduct a judgment assessment at the beginning of the leadership development effort, debrief with each partici
Engagement scores
Informal surveys to capture qualitative feedback of participants' managers on behaviors before and after the progra
Assess leadership impact via annual employee engagment and specific quesitons that align to our leadership comp
Measure onboarding effectiveness of new hires
How many tickets the helpdesk receives.
We evaluate individual's national reputation in the subject-matter field; we look at profitability; staff retention; and re
My greatest challenge is getting management buy-in. From my experience with training, managers always highly d
Each session has an action for the leader to perform when they return to their station that's relevant to the subject d
The training team would use all of the above evaluation techniques almost always if we were given the authority to
civil rights complaints, corrective and disciplinary actions issued and the trend over time.
Some participants in the company's leadership program may be emerging leaders, so they do not have direct repor
N/a
We're in government so it's a bit different than a business and what we can and cannot do in terms of performance
promotion, ability and willingness to take on challenging projects, seeking continued learning
Formal and informal post-training interviews of participants by leaders to gauge implementation
We are just implementing our Leadership Program - measurements on business impact are still being evaluated
it solely lies on the opinion of top leadership, whether someone is gaining additional skill.
We have just begun to implement a leadership development program, so activities in the above areas are just begin
We just launched an Emerging Leadership Program and I designed it to assess progress throughout a 9 month pro
Frequently Almost Always Total
33.40% 175 47.90% 251 524
39.81% 207 13.08% 68 520
29.98% 155 11.22% 58 517
26.49% 138 8.06% 42 521
21.19% 110 9.44% 49 519
23.89% 124 11.37% 59 519
56
Answered 525
Skipped 195
evelopment program participants

o do more 360s.
tion) that THEY want to drive their own behavior. Hold weekly TOOT's to track "What's going well" and how was the Creative P
the pace for the managers to influence their teams.
sessment and results are compared to the initial feedback report.
day-to-day activities
able are not the same.
formance evaluation mirrors those competencies.
vement. The speeches include commitments for each leader to their teams, their managers and the organisation.
e us with feedback on the performance of division managers.
ple who work with them. Have success measures, but those measures have been strongly affected by other elements and aren
n formal leadership roles, as well as High Potential and High Professional associates.
ementation of what they learned, @ 90 days to determine training experience ROI
effort, debrief with each participant, and set a goal to improve a weakness or take advantage of a strength identified in the ass
ors before and after the program. We monitor internal hiring rates and internal hiring of participants.
at align to our leadership competncies.
fitability; staff retention; and repeat and add-on business as signs that our leaders are doing a good job
ing, managers always highly demand training, but see little value in training. For three years I have been on the front lines of th
n that's relevant to the subject discussed. We look at effectiveness based upon completion of that action and the impact it has o
we were given the authority to do so.
o they do not have direct reports as of yet. Leadership succession is part of the program.
not do in terms of performance with a population of protected employment status employees.
act are still being evaluated

the above areas are just beginning.
ress throughout a 9 month program, both for the participant's level of learning against performance, and include interviewing th
and how was the Creative Potential of every person important in the success of serving Customers tps://vimeo.com/13875187
e organisation.
by other elements and aren't useful to us at present.
strength identified in the assessment.
e been on the front lines of this battle. Only one manager actually experienced the value of my training, and then left the compa
action and the impact it has on the department.
, and include interviewing their managers to see how they are progressing. It's too new to discuss results but the effort to evalu
tps://vimeo.com/138751875
g, and then left the company two weeks later. The irony!
sults but the effort to evaluate progressively is new to this organization. Also, my HR manager tells me to run the entire leaders
e to run the entire leadership program and then takes over when leadership development involves supervisors and senior lead
pervisors and senior leadership. I am expected to evaluate the full program but not privy to all. I'm working to influence chang
working to influence change in this direction.
How effective has your investment in leadership development been at improving performance at e
Not Effective
Somewhat Ineffective
C-level, VP, Managing Director level, and above 13.14% 11.37%
Middle Manager and Director level 5.69% 8.43%
Supervisory level 4.71% 7.84%
Employees with significant influence but who do not manage direct r 8.73% 10.52%
Employees designated as "high potential" 9.11% 7.52%
mproving performance at each level of leadership?
Marginally EffectiveEffective Highly Effective Total Weighted Average
35.49% 32.75% 7.25% 510 3.1
31.37% 42.35% 12.16% 510 3.47
26.47% 42.75% 18.24% 510 3.62
28.37% 41.27% 11.11% 504 3.36
26.14% 40.20% 17.03% 505 3.49
Answered 517
Skipped 203
Approximately what percentage of your training budget is spent on leadership development?
Answered 442
Graph
Skipped
5: Percent of budget for
278
leadership development
% of40%
budget 2017 2018 2019
0-10% 37.7% 32.9% 37%
35%
11-20% 19.1% 19.0% 17%
21-30%
30% 13.2% 15.8% 18%
31-40% 7.7% 7.2% 5%
25%
41-60% 14.6% 12.4% 15%
20%
60-100% 7.7% 12.7% 10%
answered question
15%
skipped question 188 188
10%
5%
RespondentsResponse Date
0% 1 Feb 11 2019 1 20
0-10% 11-20% 21-30% 31-40% 41-60% 60-100%
2 Feb 11 2019 0 3
3 Feb 10 2019 0 30 2017 2018 2019
4 Feb 08 2019 1 50
5 Feb 07 2019 0 100
6 Feb 07 2019 1 10
7 Feb 07 2019 0 30
8 Feb 07 2019 0 25
9 Feb 06 2019 0 15
10 Feb 06 2019 0 100
11 Feb 06 2019 0 25
12 Feb 06 2019 0 15
13 Feb 06 2019 1 10
14 Feb 05 2019 0 20
15 Feb 05 2019 0 5
16 Feb 05 2019 0 20
17 Feb 05 2019 0 1
18 Feb 05 2019 0 20
19 Feb 05 2019 1 1
20 Feb 05 2019 1 30
21 Feb 05 2019 1 15
22 Feb 05 2019 0 25
23 Feb 05 2019 0 80
24 Feb 05 2019 0 15
25 Feb 05 2019 0 20
26 Feb 05 2019 0 10
27 Feb 05 2019 0 25
28 Feb 05 2019 0 10
29 Feb 05 2019 1 5
30 Feb 04 2019 0 100
31 Feb 04 2019 0 100
32 Feb 04 2019 0 50
33 Feb 04 2019 0 5
34 Feb 04 2019 0 4
35 Feb 04 2019 0 10
36 Feb 04 2019 0 50
37 Feb 04 2019 0 70
38 Feb 04 2019 0 15
39 Feb 04 2019 0 25
40 Feb 04 2019 0 60
41 Feb 04 2019 0 5
42 Feb 04 2019 0 33
43 Feb 04 2019 0 50
44 Feb 04 2019 0 10
45 Feb 04 2019 0 25
46 Feb 04 2019 0 25
47 Feb 04 2019 0 100
48 Feb 04 2019 0 20
49 Feb 04 2019 0 10
50 Feb 04 2019 0 10
51 Feb 04 2019 0 2
52 Feb 04 2019 0 50
53 Feb 04 2019 0 60
54 Feb 04 2019 0 30
55 Feb 04 2019 0 2
56 Feb 04 2019 0 80
57 Feb 04 2019 0 30
58 Feb 04 2019 0 0
59 Feb 04 2019 0 5
60 Feb 04 2019 1 25
61 Feb 04 2019 1 5
62 Feb 04 2019 1 10
63 Feb 04 2019 1 20
64 Feb 04 2019 1 40
65 Feb 04 2019 1 20
66 Feb 04 2019 1 30
67 Feb 04 2019 1 20
68 Feb 04 2019 1 5
69 Feb 04 2019 1 0
70 Feb 04 2019 1 10
71 Feb 04 2019 1 80
72 Feb 04 2019 1 100
73 Feb 04 2019 1 2
74 Feb 04 2019 1 10
75 Feb 04 2019 1 80
76 Feb 04 2019 1 50
77 Feb 04 2019 1 20
78 Feb 04 2019 1 5
79 Feb 04 2019 1 20
80 Feb 04 2019 1 3
81 Feb 04 2019 1 20
82 Feb 04 2019 1 30
83 Feb 04 2019 1 23
84 Feb 04 2019 1 25
85 Feb 04 2019 1 0
86 Feb 04 2019 1 25
87 Feb 04 2019 1 5
88 Feb 04 2019 1 20
89 Feb 04 2019 1 20
90 Feb 04 2019 1 85
91 Feb 04 2019 1 30
92 Feb 04 2019 1 0
93 Feb 04 2019 1 65
94 Feb 04 2019 1 20
95 Feb 04 2019 1 40
96 Feb 04 2019 1 50
97 Feb 04 2019 1 50
98 Feb 04 2019 1 50
99 Feb 04 2019 1 10
100 Feb 04 2019 1 25
101 Feb 04 2019 1 10
102 Feb 04 2019 0 10
103 Feb 01 2019 0 10
104 Jan 31 2019 0 25
105 Jan 30 2019 0 30
106 Jan 29 2019 0 2
107 Jan 29 2019 0 60
108 Jan 29 2019 1 35
109 Jan 29 2019 0 10
110 Jan 28 2019 0 40
111 Jan 28 2019 0 60
112 Jan 28 2019 1 33
113 Jan 28 2019 0 50
114 Jan 28 2019 0 0
115 Jan 27 2019 0 10
116 Jan 26 2019 0 3
117 Jan 25 2019 1 25
118 Jan 25 2019 0 15
119 Jan 24 2019 0 15
120 Jan 24 2019 0 60
121 Jan 24 2019 1 10
122 Jan 24 2019 1 25
123 Jan 24 2019 1 10
124 Jan 24 2019 1 25
125 Jan 24 2019 1 25
126 Jan 24 2019 1 15
127 Jan 24 2019 0 90
128 Jan 24 2019 0 40
129 Jan 24 2019 0 10
130 Jan 24 2019 0 50
131 Jan 23 2019 0 100
132 Jan 23 2019 0 50
133 Jan 23 2019 0 5
134 Jan 23 2019 0 40
135 Jan 23 2019 0 0
136 Jan 23 2019 0 30
137 Jan 23 2019 0 20
138 Jan 23 2019 1 50
139 Jan 23 2019 1 0
140 Jan 23 2019 1 20
141 Jan 23 2019 1 50
142 Jan 23 2019 1 25
143 Jan 23 2019 0 10
144 Jan 23 2019 0 25
145 Jan 23 2019 0 5
146 Jan 23 2019 0 20
147 Jan 23 2019 0 2
148 Jan 23 2019 0 20
149 Jan 23 2019 0 5
150 Jan 23 2019 0 20
151 Jan 22 2019 1 30
152 Jan 22 2019 0 30
153 Jan 22 2019 0 30
154 Jan 22 2019 0 10
155 Jan 22 2019 0 20
156 Jan 22 2019 0 30
157 Jan 22 2019 0 80
158 Jan 22 2019 0 40
159 Jan 22 2019 0 15
160 Jan 22 2019 0 25
161 Jan 22 2019 0 33
162 Jan 22 2019 0 10
163 Jan 22 2019 0 10
164 Jan 22 2019 0 10
165 Jan 22 2019 0 20
166 Jan 22 2019 0 70
167 Jan 22 2019 0 20
168 Jan 22 2019 0 35
169 Jan 22 2019 0 5
170 Jan 22 2019 0 0
171 Jan 22 2019 0 10
172 Jan 22 2019 0 10
173 Jan 22 2019 0 25
174 Jan 22 2019 0 10
175 Jan 22 2019 0 80
176 Jan 22 2019 0 15
177 Jan 22 2019 0 10
178 Jan 22 2019 0 25
179 Jan 22 2019 0 30
180 Jan 22 2019 0 60
181 Jan 22 2019 1 15
182 Jan 22 2019 1 70
183 Jan 22 2019 1 25
184 Jan 22 2019 1 50
185 Jan 22 2019 1 30
186 Jan 22 2019 1 10
187 Jan 22 2019 1 15
188 Jan 22 2019 1 25
189 Jan 22 2019 1 50
190 Jan 22 2019 1 0
191 Jan 22 2019 1 5
192 Jan 22 2019 1 15
193 Jan 22 2019 1 60
194 Jan 22 2019 1 85
195 Jan 22 2019 1 10
196 Jan 22 2019 1 10
197 Jan 22 2019 1 25
198 Jan 22 2019 1 90
199 Jan 22 2019 1 50
200 Jan 22 2019 1 50
201 Jan 22 2019 1 0
202 Jan 22 2019 1 30
203 Jan 22 2019 1 60
204 Jan 22 2019 1 5
205 Jan 22 2019 1 0
206 Jan 22 2019 1 20
207 Jan 22 2019 1 50
208 Jan 22 2019 1 20
209 Jan 22 2019 1 10
210 Jan 22 2019 1 2
211 Jan 22 2019 1 1
212 Jan 22 2019 1 10
213 Jan 22 2019 1 50
214 Jan 22 2019 1 5
215 Jan 22 2019 1 50
216 Jan 22 2019 1 20
217 Jan 22 2019 1 10
218 Jan 22 2019 1 10
219 Jan 22 2019 1 25
220 Jan 22 2019 1 15
221 Jan 22 2019 1 20
222 Jan 22 2019 1 25
223 Jan 22 2019 1 25
224 Jan 22 2019 1 25
225 Jan 22 2019 1 0
226 Jan 22 2019 1 10
227 Jan 22 2019 1 5
228 Jan 22 2019 1 35
229 Jan 22 2019 1 10
230 Jan 22 2019 1 15
231 Jan 22 2019 1 5
232 Jan 22 2019 1 10
233 Jan 22 2019 1 60
234 Jan 22 2019 0 0
235 Jan 22 2019 0 25
236 Jan 21 2019 1 45
237 Jan 21 2019 1 20
238 Jan 21 2019 0 0
239 Jan 21 2019 0 50
240 Jan 21 2019 0 10
241 Jan 20 2019 0 35
242 Jan 20 2019 0 15
243 Jan 20 2019 1 10
244 Jan 18 2019 0 25
245 Jan 18 2019 0 45
246 Jan 18 2019 1 30
247 Jan 18 2019 1 60
248 Jan 18 2019 1 85
249 Jan 18 2019 0 10
250 Jan 18 2019 0 50
251 Jan 18 2019 0 10
252 Jan 18 2019 0 0
253 Jan 18 2019 0 30
254 Jan 18 2019 0 10
255 Jan 18 2019 0 1
256 Jan 18 2019 0 25
257 Jan 17 2019 1 80
258 Jan 17 2019 0 80
259 Jan 17 2019 0 10
260 Jan 17 2019 0 50
261 Jan 17 2019 0 50
262 Jan 17 2019 0 60
263 Jan 17 2019 0 25
264 Jan 17 2019 0 0
265 Jan 17 2019 0 50
266 Jan 17 2019 0 50
267 Jan 17 2019 0 80
268 Jan 17 2019 0 10
269 Jan 17 2019 0 70
270 Jan 17 2019 0 20
271 Jan 17 2019 0 75
272 Jan 17 2019 0 20
273 Jan 17 2019 1 5
274 Jan 17 2019 1 0
275 Jan 17 2019 1 15
276 Jan 17 2019 1 100
277 Jan 17 2019 1 20
278 Jan 17 2019 1 20
279 Jan 17 2019 1 2
280 Jan 17 2019 1 10
281 Jan 17 2019 1 30
282 Jan 17 2019 1 10
283 Jan 17 2019 1 27
284 Jan 17 2019 1 30
285 Jan 17 2019 1 10
286 Jan 17 2019 1 40
287 Jan 17 2019 1 25
288 Jan 17 2019 1 55
289 Jan 17 2019 1 50
290 Jan 17 2019 1 30
291 Jan 17 2019 1 30
292 Jan 17 2019 1 2
293 Jan 17 2019 1 30
294 Jan 17 2019 1 30
295 Jan 17 2019 1 5
296 Jan 17 2019 1 25
297 Jan 17 2019 1 20
298 Jan 17 2019 1 5
299 Jan 17 2019 1 50
300 Jan 17 2019 1 50
301 Jan 17 2019 1 50
302 Jan 17 2019 1 70
303 Jan 17 2019 1 40
304 Jan 17 2019 1 75
305 Jan 17 2019 1 2
306 Jan 17 2019 1 10
307 Jan 17 2019 1 20
308 Jan 17 2019 1 25
309 Jan 17 2019 1 10
310 Jan 17 2019 1 10
311 Jan 17 2019 1 10
312 Jan 17 2019 1 75
313 Jan 17 2019 1 25
314 Jan 17 2019 1 20
315 Jan 17 2019 1 70
316 Jan 17 2019 1 10
317 Jan 17 2019 1 1
318 Jan 17 2019 1 15
319 Jan 16 2019 0 50
320 Jan 16 2019 0 40
321 Jan 16 2019 1 0
322 Jan 15 2019 0 0
323 Jan 15 2019 0 15
324 Jan 15 2019 0 30
325 Jan 15 2019 0 0
326 Jan 15 2019 0 50
327 Jan 15 2019 0 0
328 Jan 15 2019 0 25
329 Jan 15 2019 0 20
330 Jan 15 2019 0 10
331 Jan 15 2019 0 50
332 Jan 14 2019 1 1
333 Jan 14 2019 0 25
334 Jan 14 2019 1 40
335 Jan 14 2019 0 10
336 Jan 14 2019 0 50
337 Jan 14 2019 0 2
338 Jan 11 2019 0 10
339 Jan 11 2019 0 50
340 Jan 11 2019 1 10
341 Jan 11 2019 1 30
342 Jan 11 2019 1 10
343 Jan 11 2019 1 5
344 Jan 11 2019 0 20
345 Jan 11 2019 0 0
346 Jan 11 2019 0 30
347 Jan 11 2019 0 20
348 Jan 11 2019 0 50
349 Jan 11 2019 0 10
350 Jan 10 2019 1 15
351 Jan 10 2019 1 10
352 Jan 10 2019 0 5
353 Jan 10 2019 0 15
354 Jan 10 2019 0 30
355 Jan 10 2019 0 20
356 Jan 10 2019 0 30
357 Jan 10 2019 0 30
358 Jan 10 2019 0 60
359 Jan 10 2019 0 25
360 Jan 10 2019 0 70
361 Jan 10 2019 0 11
362 Jan 10 2019 0 40
363 Jan 10 2019 0 3
364 Jan 10 2019 0 5
365 Jan 10 2019 0 0
366 Jan 10 2019 1 4
367 Jan 10 2019 1 10
368 Jan 10 2019 1 0
369 Jan 10 2019 1 80
370 Jan 10 2019 1 20
371 Jan 10 2019 1 45
372 Jan 10 2019 1 10
373 Jan 10 2019 1 20
374 Jan 10 2019 1 10
375 Jan 10 2019 1 20
376 Jan 10 2019 1 10
377 Jan 10 2019 1 60
378 Jan 10 2019 1 10
379 Jan 10 2019 1 65
380 Jan 10 2019 1 20
381 Jan 10 2019 1 40
382 Jan 10 2019 1 25
383 Jan 10 2019 0 0
384 Jan 10 2019 0 10
385 Jan 10 2019 0 20
386 Jan 10 2019 0 20
387 Jan 10 2019 0 25
388 Jan 10 2019 0 0
389 Jan 10 2019 0 20
390 Jan 10 2019 0 45
391 Jan 10 2019 0 15
392 Jan 10 2019 0 75
393 Jan 10 2019 0 10
394 Jan 10 2019 0 1
395 Jan 10 2019 0 0
396 Jan 10 2019 0 10
397 Jan 10 2019 0 25
398 Jan 10 2019 0 30
399 Jan 10 2019 0 80
400 Jan 10 2019 0 10
401 Jan 10 2019 0 40
402 Jan 10 2019 0 10
403 Jan 10 2019 0 10
404 Jan 10 2019 0 25
405 Jan 10 2019 0 75
406 Jan 10 2019 0 0
407 Jan 10 2019 0 15
408 Jan 10 2019 0 35
409 Jan 10 2019 0 60
410 Jan 10 2019 0 5
411 Jan 10 2019 0 10
412 Jan 10 2019 0 5
413 Jan 10 2019 0 10
414 Jan 10 2019 0 75
415 Jan 10 2019 0 15
416 Jan 10 2019 0 70
417 Jan 10 2019 0 60
418 Jan 10 2019 0 5
419 Jan 10 2019 0 40
420 Jan 10 2019 0 50
421 Jan 10 2019 0 20
422 Jan 10 2019 0 10
423 Jan 10 2019 0 15
424 Jan 09 2019 0 60
425 Jan 09 2019 0 70
426 Jan 09 2019 0 20
427 Jan 09 2019 1 45
428 Jan 09 2019 0 50
429 Jan 08 2019 0 50
430 Jan 08 2019 0 30
431 Jan 08 2019 0 10
432 Jan 08 2019 0 20
433 Jan 08 2019 1 0
434 Jan 08 2019 1 45
435 Jan 08 2019 1 50
436 Jan 08 2019 1 4
437 Jan 08 2019 1 0
438 Jan 08 2019 0 15
439 Jan 08 2019 0 10
440 Jan 08 2019 0 10
441 Jan 08 2019 0 20
442 Jan 08 2019 0 20
27
ership development?
60-100%
Approximately what percentage of your leadership development expenditures are spent on each o
Answer Choices Average Number
C-level/VP/Managing Director level and above 18.3807339449541
Middle Manager and Director level 24.6141906873614
Supervisory level 23.4966592427617
Employees with a significant degree of influence but who do not mana 12.537170263789
Employees designated as “high potential” 13.4644549763033
All others in the organization 14.5725388601036

1 Feb 11 2019 10:00 AM
2 Feb 11 2019 09:01 AM
3 Feb 11 2019 05:57 AM
4 Feb 10 2019 06:22 PM
5 Feb 08 2019 11:25 AM
6 Feb 07 2019 03:44 PM
7 Feb 07 2019 10:34 AM
8 Feb 07 2019 09:34 AM
9 Feb 07 2019 02:38 AM
10 Feb 06 2019 04:12 PM
11 Feb 06 2019 03:20 PM
12 Feb 06 2019 02:14 PM
13 Feb 06 2019 01:17 PM
14 Feb 06 2019 11:14 AM
15 Feb 06 2019 09:54 AM
16 Feb 05 2019 05:59 PM
17 Feb 05 2019 04:36 PM
18 Feb 05 2019 04:14 PM
19 Feb 05 2019 02:13 PM
20 Feb 05 2019 12:52 PM
21 Feb 05 2019 11:35 AM
22 Feb 05 2019 11:00 AM
23 Feb 05 2019 09:34 AM
24 Feb 05 2019 09:21 AM
25 Feb 05 2019 08:49 AM
26 Feb 05 2019 08:47 AM
27 Feb 05 2019 08:45 AM
28 Feb 05 2019 08:32 AM
29 Feb 05 2019 08:04 AM
30 Feb 05 2019 03:13 AM
31 Feb 05 2019 03:02 AM
32 Feb 05 2019 12:24 AM
33 Feb 04 2019 09:16 PM
34 Feb 04 2019 08:04 PM
35 Feb 04 2019 07:52 PM
36 Feb 04 2019 06:30 PM
37 Feb 04 2019 06:12 PM
38 Feb 04 2019 05:48 PM
39 Feb 04 2019 05:47 PM
40 Feb 04 2019 04:59 PM
41 Feb 04 2019 04:54 PM
42 Feb 04 2019 04:35 PM
43 Feb 04 2019 04:00 PM
44 Feb 04 2019 03:59 PM
45 Feb 04 2019 03:53 PM
46 Feb 04 2019 03:48 PM
47 Feb 04 2019 03:41 PM
48 Feb 04 2019 03:35 PM
49 Feb 04 2019 03:31 PM
50 Feb 04 2019 03:27 PM
51 Feb 04 2019 03:00 PM
52 Feb 04 2019 02:51 PM
53 Feb 04 2019 02:50 PM
54 Feb 04 2019 02:42 PM
55 Feb 04 2019 02:37 PM
56 Feb 04 2019 02:11 PM
57 Feb 04 2019 02:09 PM
58 Feb 04 2019 02:07 PM
59 Feb 04 2019 01:59 PM
60 Feb 04 2019 01:29 PM
61 Feb 04 2019 01:20 PM
62 Feb 04 2019 01:20 PM
63 Feb 04 2019 01:17 PM
64 Feb 04 2019 01:15 PM
65 Feb 04 2019 01:14 PM
66 Feb 04 2019 01:03 PM
67 Feb 04 2019 01:01 PM
68 Feb 04 2019 12:53 PM
69 Feb 04 2019 12:53 PM
70 Feb 04 2019 12:51 PM
71 Feb 04 2019 12:49 PM
72 Feb 04 2019 12:45 PM
73 Feb 04 2019 12:45 PM
74 Feb 04 2019 12:44 PM
75 Feb 04 2019 12:42 PM
76 Feb 04 2019 12:37 PM
77 Feb 04 2019 12:37 PM
78 Feb 04 2019 12:35 PM
79 Feb 04 2019 12:32 PM
80 Feb 04 2019 12:29 PM
81 Feb 04 2019 12:29 PM
82 Feb 04 2019 12:27 PM
83 Feb 04 2019 12:26 PM
84 Feb 04 2019 12:24 PM
85 Feb 04 2019 12:23 PM
86 Feb 04 2019 12:20 PM
87 Feb 04 2019 12:19 PM
88 Feb 04 2019 12:19 PM
89 Feb 04 2019 12:19 PM
90 Feb 04 2019 12:19 PM
91 Feb 04 2019 12:18 PM
92 Feb 04 2019 12:15 PM
93 Feb 04 2019 12:15 PM
94 Feb 04 2019 12:11 PM
95 Feb 04 2019 12:08 PM
96 Feb 04 2019 12:07 PM
97 Feb 04 2019 12:06 PM
98 Feb 04 2019 12:06 PM
99 Feb 04 2019 12:06 PM
100 Feb 04 2019 12:06 PM
101 Feb 04 2019 12:05 PM
102 Feb 04 2019 12:04 PM
103 Feb 04 2019 12:04 PM
104 Feb 04 2019 12:02 PM
105 Feb 04 2019 12:02 PM
106 Feb 04 2019 12:00 PM
107 Feb 04 2019 11:59 AM
108 Feb 04 2019 11:58 AM
109 Feb 04 2019 11:58 AM
110 Feb 04 2019 11:58 AM
111 Feb 04 2019 11:57 AM
112 Feb 04 2019 11:56 AM
113 Feb 04 2019 11:56 AM
114 Feb 04 2019 11:55 AM
115 Feb 04 2019 05:09 AM
116 Feb 01 2019 02:02 PM
117 Jan 30 2019 08:22 PM
118 Jan 29 2019 05:09 PM
119 Jan 29 2019 03:06 PM
120 Jan 29 2019 11:56 AM
121 Jan 28 2019 04:12 PM
122 Jan 28 2019 04:00 PM
123 Jan 28 2019 11:44 AM
124 Jan 28 2019 09:22 AM
125 Jan 27 2019 07:41 PM
126 Jan 26 2019 02:34 PM
127 Jan 25 2019 10:20 AM
128 Jan 25 2019 08:41 AM
129 Jan 24 2019 04:34 PM
130 Jan 24 2019 01:32 PM
131 Jan 24 2019 11:45 AM
132 Jan 24 2019 11:31 AM
133 Jan 24 2019 11:20 AM
134 Jan 24 2019 11:17 AM
135 Jan 24 2019 11:00 AM
136 Jan 24 2019 10:28 AM
137 Jan 24 2019 08:56 AM
138 Jan 24 2019 08:08 AM
139 Jan 24 2019 08:07 AM
140 Jan 24 2019 07:15 AM
141 Jan 23 2019 11:02 PM
142 Jan 23 2019 09:58 PM
143 Jan 23 2019 09:16 PM
144 Jan 23 2019 08:52 PM
145 Jan 23 2019 07:11 PM
146 Jan 23 2019 04:40 PM
147 Jan 23 2019 02:38 PM
148 Jan 23 2019 01:14 PM
149 Jan 23 2019 11:45 AM
150 Jan 23 2019 11:06 AM
151 Jan 23 2019 11:00 AM
152 Jan 23 2019 10:46 AM
153 Jan 23 2019 10:11 AM
154 Jan 23 2019 10:01 AM
155 Jan 23 2019 09:42 AM
156 Jan 23 2019 09:20 AM
157 Jan 23 2019 08:30 AM
158 Jan 23 2019 08:06 AM
159 Jan 23 2019 07:38 AM
160 Jan 23 2019 04:53 AM
161 Jan 23 2019 02:24 AM
162 Jan 23 2019 02:04 AM
163 Jan 22 2019 10:13 PM
164 Jan 22 2019 07:49 PM
165 Jan 22 2019 07:18 PM
166 Jan 22 2019 07:06 PM
167 Jan 22 2019 06:14 PM
168 Jan 22 2019 06:10 PM
169 Jan 22 2019 05:54 PM
170 Jan 22 2019 05:50 PM
171 Jan 22 2019 05:34 PM
172 Jan 22 2019 05:01 PM
173 Jan 22 2019 03:53 PM
174 Jan 22 2019 03:42 PM
175 Jan 22 2019 03:18 PM
176 Jan 22 2019 03:17 PM
177 Jan 22 2019 03:00 PM
178 Jan 22 2019 02:59 PM
179 Jan 22 2019 02:54 PM
180 Jan 22 2019 02:31 PM
181 Jan 22 2019 02:25 PM
182 Jan 22 2019 02:17 PM
183 Jan 22 2019 01:58 PM
184 Jan 22 2019 01:51 PM
185 Jan 22 2019 01:49 PM
186 Jan 22 2019 01:41 PM
187 Jan 22 2019 01:39 PM
188 Jan 22 2019 01:24 PM
189 Jan 22 2019 01:21 PM
190 Jan 22 2019 01:19 PM
191 Jan 22 2019 01:16 PM
192 Jan 22 2019 01:08 PM
193 Jan 22 2019 01:04 PM
194 Jan 22 2019 01:03 PM
195 Jan 22 2019 12:47 PM
196 Jan 22 2019 12:33 PM
197 Jan 22 2019 12:29 PM
198 Jan 22 2019 12:20 PM
199 Jan 22 2019 12:14 PM
200 Jan 22 2019 12:08 PM
201 Jan 22 2019 12:03 PM
202 Jan 22 2019 12:02 PM
203 Jan 22 2019 11:59 AM
204 Jan 22 2019 11:54 AM
205 Jan 22 2019 11:42 AM
206 Jan 22 2019 11:38 AM
207 Jan 22 2019 11:36 AM
208 Jan 22 2019 11:26 AM
209 Jan 22 2019 11:23 AM
210 Jan 22 2019 11:21 AM
211 Jan 22 2019 11:21 AM
212 Jan 22 2019 11:20 AM
213 Jan 22 2019 11:13 AM
214 Jan 22 2019 11:13 AM
215 Jan 22 2019 11:09 AM
216 Jan 22 2019 11:09 AM
217 Jan 22 2019 11:08 AM
218 Jan 22 2019 11:08 AM
219 Jan 22 2019 11:07 AM
220 Jan 22 2019 11:07 AM
221 Jan 22 2019 11:06 AM
222 Jan 22 2019 11:05 AM
223 Jan 22 2019 11:04 AM
224 Jan 22 2019 11:02 AM
225 Jan 22 2019 11:00 AM
226 Jan 22 2019 11:00 AM
227 Jan 22 2019 10:58 AM
228 Jan 22 2019 10:58 AM
229 Jan 22 2019 10:57 AM
230 Jan 22 2019 10:56 AM
231 Jan 22 2019 10:56 AM
232 Jan 22 2019 10:56 AM
233 Jan 22 2019 10:56 AM
234 Jan 22 2019 10:55 AM
235 Jan 22 2019 10:54 AM
236 Jan 22 2019 10:53 AM
237 Jan 22 2019 10:51 AM
238 Jan 22 2019 10:51 AM
239 Jan 22 2019 10:50 AM
240 Jan 22 2019 10:50 AM
241 Jan 22 2019 10:50 AM
242 Jan 22 2019 10:50 AM
243 Jan 22 2019 10:50 AM
244 Jan 22 2019 10:46 AM
245 Jan 22 2019 10:45 AM
246 Jan 22 2019 10:45 AM
247 Jan 22 2019 10:40 AM
248 Jan 22 2019 09:18 AM
249 Jan 22 2019 07:57 AM
250 Jan 21 2019 11:32 PM
251 Jan 21 2019 11:01 AM
252 Jan 21 2019 08:47 AM
253 Jan 21 2019 08:09 AM
254 Jan 21 2019 06:24 AM
255 Jan 20 2019 07:52 PM
256 Jan 20 2019 07:39 PM
257 Jan 20 2019 10:34 AM
258 Jan 18 2019 03:45 PM
259 Jan 18 2019 01:30 PM
260 Jan 18 2019 11:58 AM
261 Jan 18 2019 11:54 AM
262 Jan 18 2019 11:07 AM
263 Jan 18 2019 09:29 AM
264 Jan 18 2019 09:01 AM
265 Jan 18 2019 08:11 AM
266 Jan 18 2019 06:32 AM
267 Jan 18 2019 06:21 AM
268 Jan 18 2019 04:50 AM
269 Jan 17 2019 11:23 PM
270 Jan 17 2019 08:49 PM
271 Jan 17 2019 07:14 PM
272 Jan 17 2019 06:39 PM
273 Jan 17 2019 05:20 PM
274 Jan 17 2019 04:54 PM
275 Jan 17 2019 04:24 PM
276 Jan 17 2019 04:01 PM
277 Jan 17 2019 03:51 PM
278 Jan 17 2019 03:28 PM
279 Jan 17 2019 03:12 PM
280 Jan 17 2019 02:43 PM
281 Jan 17 2019 02:25 PM
282 Jan 17 2019 02:10 PM
283 Jan 17 2019 02:06 PM
284 Jan 17 2019 01:54 PM
285 Jan 17 2019 01:49 PM
286 Jan 17 2019 01:27 PM
287 Jan 17 2019 01:22 PM
288 Jan 17 2019 12:33 PM
289 Jan 17 2019 12:33 PM
290 Jan 17 2019 12:30 PM
291 Jan 17 2019 12:30 PM
292 Jan 17 2019 12:07 PM
293 Jan 17 2019 11:59 AM
294 Jan 17 2019 11:53 AM
295 Jan 17 2019 11:51 AM
296 Jan 17 2019 11:39 AM
297 Jan 17 2019 11:35 AM
298 Jan 17 2019 11:35 AM
299 Jan 17 2019 11:19 AM
300 Jan 17 2019 11:16 AM
301 Jan 17 2019 11:05 AM
302 Jan 17 2019 10:53 AM
303 Jan 17 2019 10:52 AM
304 Jan 17 2019 10:51 AM
305 Jan 17 2019 10:46 AM
306 Jan 17 2019 10:45 AM
307 Jan 17 2019 10:44 AM
308 Jan 17 2019 10:42 AM
309 Jan 17 2019 10:40 AM
310 Jan 17 2019 10:40 AM
311 Jan 17 2019 10:36 AM
312 Jan 17 2019 10:36 AM
313 Jan 17 2019 10:36 AM
314 Jan 17 2019 10:35 AM
315 Jan 17 2019 10:35 AM
316 Jan 17 2019 10:35 AM
317 Jan 17 2019 10:35 AM
318 Jan 17 2019 10:33 AM
319 Jan 17 2019 10:32 AM
320 Jan 17 2019 10:31 AM
321 Jan 17 2019 10:30 AM
322 Jan 17 2019 10:29 AM
323 Jan 17 2019 10:29 AM
324 Jan 17 2019 10:28 AM
325 Jan 17 2019 10:27 AM
326 Jan 17 2019 10:26 AM
327 Jan 17 2019 10:24 AM
328 Jan 17 2019 10:23 AM
329 Jan 17 2019 10:22 AM
330 Jan 17 2019 10:21 AM
331 Jan 17 2019 10:19 AM
332 Jan 17 2019 10:18 AM
333 Jan 17 2019 10:18 AM
334 Jan 16 2019 05:26 PM
335 Jan 16 2019 02:59 PM
336 Jan 16 2019 02:58 PM
337 Jan 16 2019 10:30 AM
338 Jan 15 2019 06:57 PM
339 Jan 15 2019 04:47 PM
340 Jan 15 2019 03:39 PM
341 Jan 15 2019 03:03 PM
342 Jan 15 2019 02:43 PM
343 Jan 15 2019 02:34 PM
344 Jan 15 2019 02:33 PM
345 Jan 15 2019 02:30 PM
346 Jan 15 2019 02:30 PM
347 Jan 15 2019 02:29 PM
348 Jan 14 2019 11:36 PM
349 Jan 14 2019 01:34 PM
350 Jan 14 2019 10:05 AM
351 Jan 14 2019 09:53 AM
352 Jan 14 2019 09:01 AM
353 Jan 14 2019 06:51 AM
354 Jan 11 2019 01:41 PM
355 Jan 11 2019 12:52 PM
356 Jan 11 2019 10:46 AM
357 Jan 11 2019 10:12 AM
358 Jan 11 2019 09:38 AM
359 Jan 11 2019 09:00 AM
360 Jan 11 2019 08:35 AM
361 Jan 11 2019 08:04 AM
362 Jan 11 2019 02:24 AM
363 Jan 11 2019 02:12 AM
364 Jan 11 2019 12:22 AM
365 Jan 10 2019 11:20 PM
366 Jan 10 2019 10:55 PM
367 Jan 10 2019 09:15 PM
368 Jan 10 2019 08:43 PM
369 Jan 10 2019 07:22 PM
370 Jan 10 2019 07:17 PM
371 Jan 10 2019 05:26 PM
372 Jan 10 2019 05:17 PM
373 Jan 10 2019 04:03 PM
374 Jan 10 2019 03:31 PM
375 Jan 10 2019 03:22 PM
376 Jan 10 2019 02:21 PM
377 Jan 10 2019 02:20 PM
378 Jan 10 2019 01:19 PM
379 Jan 10 2019 01:07 PM
380 Jan 10 2019 12:36 PM
381 Jan 10 2019 12:33 PM
382 Jan 10 2019 12:06 PM
383 Jan 10 2019 12:01 PM
384 Jan 10 2019 11:50 AM
385 Jan 10 2019 11:26 AM
386 Jan 10 2019 11:21 AM
387 Jan 10 2019 10:52 AM
388 Jan 10 2019 10:46 AM
389 Jan 10 2019 10:37 AM
390 Jan 10 2019 10:37 AM
391 Jan 10 2019 10:37 AM
392 Jan 10 2019 10:35 AM
393 Jan 10 2019 10:34 AM
394 Jan 10 2019 10:30 AM
395 Jan 10 2019 10:26 AM
396 Jan 10 2019 10:05 AM
397 Jan 10 2019 10:04 AM
398 Jan 10 2019 09:57 AM
399 Jan 10 2019 09:50 AM
400 Jan 10 2019 09:47 AM
401 Jan 10 2019 09:47 AM
402 Jan 10 2019 09:44 AM
403 Jan 10 2019 09:43 AM
404 Jan 10 2019 09:32 AM
405 Jan 10 2019 09:29 AM
406 Jan 10 2019 09:29 AM
407 Jan 10 2019 09:27 AM
408 Jan 10 2019 09:18 AM
409 Jan 10 2019 09:16 AM
410 Jan 10 2019 09:15 AM
411 Jan 10 2019 09:11 AM
412 Jan 10 2019 09:10 AM
413 Jan 10 2019 09:09 AM
414 Jan 10 2019 09:07 AM
415 Jan 10 2019 09:07 AM
416 Jan 10 2019 09:07 AM
417 Jan 10 2019 09:05 AM
418 Jan 10 2019 09:02 AM
419 Jan 10 2019 09:01 AM
420 Jan 10 2019 09:01 AM
421 Jan 10 2019 08:58 AM
422 Jan 10 2019 08:57 AM
423 Jan 10 2019 08:57 AM
424 Jan 10 2019 08:57 AM
425 Jan 10 2019 08:56 AM
426 Jan 10 2019 08:56 AM
427 Jan 10 2019 08:54 AM
428 Jan 10 2019 08:54 AM
429 Jan 10 2019 08:53 AM
430 Jan 10 2019 08:52 AM
431 Jan 10 2019 08:51 AM
432 Jan 10 2019 08:51 AM
433 Jan 10 2019 08:51 AM
434 Jan 10 2019 08:50 AM
435 Jan 10 2019 08:50 AM
436 Jan 10 2019 08:50 AM
437 Jan 10 2019 08:50 AM
438 Jan 10 2019 08:48 AM
439 Jan 10 2019 08:47 AM
440 Jan 10 2019 08:46 AM
441 Jan 10 2019 08:44 AM
442 Jan 10 2019 08:41 AM
443 Jan 10 2019 08:39 AM
444 Jan 10 2019 08:37 AM
445 Jan 09 2019 06:44 PM
446 Jan 09 2019 04:24 PM
447 Jan 09 2019 10:58 AM
448 Jan 09 2019 09:48 AM
449 Jan 09 2019 07:52 AM
450 Jan 08 2019 05:04 PM
451 Jan 08 2019 02:22 PM
452 Jan 08 2019 01:17 PM
453 Jan 08 2019 11:46 AM
454 Jan 08 2019 11:27 AM
455 Jan 08 2019 11:19 AM
456 Jan 08 2019 10:18 AM
457 Jan 08 2019 10:17 AM
458 Jan 08 2019 09:43 AM
459 Jan 08 2019 09:37 AM
460 Jan 08 2019 09:29 AM
461 Jan 08 2019 09:26 AM
462 Jan 08 2019 09:19 AM
enditures are spent on each of the following groups? (sum to 100)
Total Number Responses
8014 94.37% 436
11101 97.62% 451
10550 97.19% 449
5228 90.26% 417
5682 91.34% 422
5625 83.55% 386
Answered 462
Skipped 258
C-level/VP/Managing Director level and above Tags Middle Manager and Director level
25 25
40 30
5 5
20 50
20 15
10 25
10 10
5 20
25 30
30 20
20 20
20 20
0 85
0 50
20 20
0 20
25 15
20 20
10 15
20 20
25 25
20 20
10 20
0 25
10 30
5 15
15 15
50 10
5 5
25 25
50 20
10 10
30 20
0 0
25 25
40 20
50 25
20 30
50 20
3 7
0 15
20 30
9 04:00 PM
10 40
15 20
15 40
5 80
20 30
20 40
0 25
10 20
5 70
9 02:50 PM 50
40 30
0 25
0 15
10 40
5 20
10 10
5 40
30 25
1 5
30 30
30 30
5 10
5 80
10 10
5 25
0 5
30 30
50 20
15 10
20 20
10 30
10 30
0 40
5 5
10 10
20 20
60 20
10 20
10 40
9 12:26 PM
25 25
50 25
10 40
30 10
10 20
10 10
10 20
5 25
80 15
10 20
8 20
5 75
0 25
10 20
10 15
5 5
10 20
34 33
5 30
0 0
10 50
0 30
20 10
10 30
70 5
5 40
25 25
0 0
9 11:56 AM 20
30 10
20 20
20 10
0 25
50 30
50
0 25
20 20
10 15
10 20
10 10
10 20
20 25
70 20
50 20
10 80
0 35
15 35
0 30
15 20
10 25
25 50
20 20
15 50
15 33
0 10
10 30
0 5
50 15
15 20
10 75
10 20
0 90
20 25
0 10
5 25
5 20
20 20
30 40
5 25
15 50
30
0 0
20 40
20 10
70 15
10 1
30 30
50 25
40 40
15 20
40 10
50
20 30
10 50
20 25
10 20
75 15
10 20
10 20
20 20
10 20
10 10
1 59
12 5
0 0
35 25
5 10
20 50
0 0
50 10
10 40
10 10
10 10
40
20 10
30 20
20 47
10 10
5 15
10 60
30 20
15 20
50 10
2 10
25 25
20 20
5 20
5 10
50 25
20 30
10 25
0 10
10 30
10 20
20 20
25 25
25 20
5 20
0 0
5 10
0 0
20 40
10 10
0 0
50 20
80
20 20
25 30
80 15
50 30
5 20
80 10
40
10 20
10
5 90
25 5
15 15
0 30
5 20
50 20
10 20
80 20
20 70
10 40
30 20
25 55
90
5 35
60
5 75
20 25
0 20
0 10
30 30
10 20
50 25
0 10
80 10
30 40
20 40
50 20
40 50
10 10
20 20
0 10
10 30
10 20
10 20
0 30
10 20
5 10
35 35
25 25
20 50
20 20
50 10
10 40
10 20
20 20
10 10
20
10
20 20
40 20
25 20
0 0
10 30
10 30
0 10
20 20
0 10
5 15
0 0
50 25
0 75
5 25
5 30
30 20
15 25
15 15
0 20
0 5
10 25
10 20
20 20
15 25
5 50
1 34
40 20
0 30
30 10
10 40
30 20
5 20
20 30
20 20
30 20
80 12
15 45
20 20
40 40
15 15
50 10
0 50
5 10
20 20
5 20
10 10
20 10
70 10
5 80
25 25
25 20
10 20
20 30
5 65
5 45
0 10
5 15
0 50
10 25
5 10
100 0
0 30
100
10 10
5 30
40 30
20
10 85
50 50
0 10
10
10 25
10 10
5 25
15 15
0 75
25 20
5 10
0 0
10
25 20
5 40
0 0
10 10
2 10
25 20
20 20
15 25
5 40
15 10
10 40
45 15
5 20
5 20
10 10
10 10
15 80
5 20
0 0
40
20
20 10
10
10 10
20
10 15
10 30
10 50
30 30
16 16
10 10
0 30
20 40
10 35
10 20
10 60
0 40
20 60
40 25
20 20
40 5
10 10
70 10
20 15
75
10 15
30
16 16
50 30
99 0
10 10
0 0
15 25
5 20
5 45
50 25
40 20
40 40
20 30
100 0
5 25
50 25
100 0
10 40
5 20
10 30
20 20
5 0
10 30
5 5
10 20
60 25
10 10
15 15
0 15
20 10
20 20
10 10
10 30
10 50
20 35
15 15
50 30
10 40
10 25
0 50
2 30
2 63
10 10
10 10
10 20
0 0
0 25
25 30
10 10
70 20
5 60
5 25
10 50
50 10
25 10
2017 2018 2019
33% 20% 18%
37% 27% 25%
40% 27% 23%
12% 13%
14% 13%
15% 15%
Tags Employees
Supervisory
withlevel
a significant
Tagsdegree of influence but whoTags
do not manage direct reports
20 15
10
50 30
20 5
15 0
25 0
10 20
30 5
20
10 10
20 20
20 15
0 0
50
20 20
30 20
10 15
20 20
20 15
20 20
10 5
20 15
20 20
30 0
30 10
40 20
10 35
10 0
5 5
30
5 5
50 10
10 20
20 35
25
20 10
30 5
15 10
65 15
50 5
10 10
15
30 10
10 35
10 15
5 0
30 10
10 10
25 20
20 20
5 5
50
5 5
25 25
50 13
30 15
25 15
10 20
20 5
15 15
4 40
30 10
20 10
50 10
10 0
20 20
25 20
20 50
20 10
10 10
20 10
20 0
30 10
40 5
10 20
5 5
10 10
20
10 5
20 10
20 20
50 50
25 5
15
10 10
10 10
70 0
10 10
40 5
40
2 2
30 20
30 8
5 5
25 25
30 20
60 5
15 15
20 15
33 0
45 10
40 0
10 10
10 10
30 30
10 10
2 2
15 20
25 10
20 20
80
10 25
20 20
10 10
25 5
10 5
50
25 10
15 15
30 10
20 5
10 10
10 10
15 20
10 0
20 5
10 0
50 15
20 10
25 25
60 5
25 15
0 0
30 10
75
10 10
33 0
30 20
15 15
20 30
10 10
20 15
10
20 15
0 0
25 20
70 10
50 5
20 10
20 10
20 5
50 10
25 3
60 5
0 100
30 5
10 20
10 2
18 1
20 5
25 0
10 10
20 0
50
20 10
10 10
25 10
40 10
5 3
10
20 20
30 20
30 15
30 15
30 5
5 10
25 0
25 10
50 20
20 0
0 0
15 5
40 10
40 10
25 20
40 20
20 10
20 15
33
10 10
20 50
30
15 15
20 10
10 5
16 10
0 25
15 15
10 10
15 20
10 0
5 5
25 10
30 10
30 5
20 20
30 15
25 10
5 5
15 10
0 0
25 20
15 40
15 5
30 20
0 0
10 10
10
20 20
10
25 15
5
20
20 20
10 0
50 0
5
5 15
15 15
30 20
30 20
10 5
20 20
10 0
30 10
20 5
10 5
5
35 5
30
10 0
25 5
80 0
10 70
15 15
15 15
10 10
60 10
10 0
15 5
30 5
10 5
5 5
10 50
10 10
80 10
30 5
20 30
40 10
30 20
20 20
30 30
30
20 5
20 15
10 20
20 0
20 20
20 20
15 50
40 10
20 20
20 10
20
10 10
0 3
30
10 10
60 0
20 20
25 25
25 20
0 0
15 10
25 0
35 10
30 5
50
20 10
15 15
30 35
40 25
25 10
30 30
30 10
25 15
20 5
25
20 10
10 10
10 10
10 0
30 10
50 15
10 0
30 10
50 0
5 2
40
20 20
0 10
15 20
10 10
50 0
20 25
15 15
20 20
80 0
10 10
5 5
10
15 10
20 15
95 5
30 5
30 5
20 5
30 10
55 15
25 25
0 50
50 25
35 15
55 15
0 0
50 10
10 30
45 10
20 10
60 10
5 0
0 0
20 5
10 30
25 10
10 20
25 10
15 25
25 0
15 15
20 15
0 0
30 30
5 10
30 5
50 20
40 10
10 30
30 5
20 20
35 10
30
30 20
20 10
5 10
10 5
45 10
50 15
30 10
5
25 20
100 0
30 10
40 10
20
30 30
10 10
40 20
20 20
30 10
20 10
17 17
50 10
25 25
20 10
35 5
20 20
10 10
10 5
20 0
15 5
20 15
5
20 20
10 5
50 5
25
20 20
60 10
17 17
20 0
0 0
20 15
0 0
20 15
20 20
15 15
25 0
10 0
20
30
0 0
40 10
0 0
0 0
20 10
50 10
10 10
20 10
5 85
50 0
30 10
50 10
5 0
50 10
10 25
60 10
50
40 10
20 20
70 5
30 10
10 10
30 5
40 20
20 0
10 10
50 10
50 0
50 10
25
40 15
1 10
35 5
0 0
24 25
20 10
10 55
10
20 10
25 15
10 5
20 10
30 10
Employees designated as “high potential” Tags All others in the organization
15
15 5
10
5 0
0 50
30 10
30 20
30 10
20 5
20 10
20
20 5
15 0
10 10
10 20
20 15
10 10
30 10
10 10
25 10
15 10
20 10
25 20
5 15
10 10
25
30 0
5 75
20
20
10 10
10 10
35 10
25
10 0
25
5 10
5 0
10
30
10 20
85
10
10 10
10 10
10 0
10
10 10
20 10
30
5 10
5 15
25 0
12 10
5 0
15 20
40 10
10 20
10 5
45 5
10
0 25
5 0
20 20
25
0 25
10
10 0
5 40
40 0
10 10
15 0
30 0
5 75
10 50
40
5
30 10
10
15 5
10
20 10
0 40
0 0
10 50
10 15
25 5
1 0
10 10
30 4
5 5
15 10
10 10
10
25 35
25 10
0 0
5 5
40 20
10 10
40 10
5 5
20 20
0 21
10 10
10 5
20 40
25 0
20
10 40
5 40
5
10 30
20 10
5 30
5 40
10 50
50
10 10
0 0
3 2
0 0
0 0
10 10
10 10
0 0
15 10
25 0
10 10
25
10 5
10 9
35 5
15 15
40 5
10 5
15 15
5
30 5
0 10
10
10 0
5 10
5 40
10 20
5 0
10
7 0
5
0 0
5 0
20 20
2 1
10 60
10 5
0 0
20
30 15
10 20
10 10
10 10
10 10
10 10
2 0
60
20 10
10 0
15 10
15 20
5 0
65 3
25 50
5 0
10 5
10 0
0 100
5 15
0 0
20 10
20 15
20 20
5 10
10 50
10 0
10 10
5 30
25 0
36 26
25 0
15 15
20 35
45 5
0 15
15 25
10 20
50
10 15
20 10
15
5 10
25 20
10 40
0 100
20 20
40 5
5 15
10 20
0 100
10 0
10
20 0
90
5 0
20 15
0 0
60
10 10
10 80
35 15
10 30
20 0
25 0
10 5
20 10
0 0
10
20 5
5 0
5
20
10
10
15 10
0 0
5 5
0 10
5 35
0 5
10 10
0 0
10
5 0
10 5
0 0
10 10
10 30
0 0
5 20
10 10
10 10
10 10
20 10
20 5
25 25
5
15 10
10 0
10 20
20 10
20
5 10
30
50
10 20
20
30 5
7 90
30
35 5
0 30
20
20 20
25 10
0 100
0 0
20 5
30 0
20 10
15 25
10 5
0 30
10 20
0 10
10 10
10 10
10 10
40
5 5
10 40
20 20
0 40
5 5
10 0
40 0
10 10
0 0
1 0
10 10
0 10
15 20
10 10
0 0
30 10
15 15
20 15
0 0
10 40
5 5
5
10 15
10 10
5 30
5 10
5
5 5
15 5
20 10
0 0
13 12
15
10 5
0 0
5 5
20 20
10 0
0 0
10
0 0
0 0
40 25
40 10
10 20
20 30
15 20
20 10
0 0
10 15
15 35
0 100
25 5
30 10
10 10
30 0
20 10
30 18
10 10
20 0
15 0
20 5
20 5
20
20 5
20 40
5 15
15 0
10 30
20 10
0 0
20
30
10 40
30
20 40
20
25 10
10 10
10
40
17 17
5 15
20
10 0
10 5
20 10
5 5
40 5
0 0
10 5
15 10
50
20 20
5 0
5 5
10 25
17 17
0 0
0 1
15 30
0 100
5 20
30 5
15 5
0 0
30 0
20
0 0
10 10
25 0
0 0
10 10
10 5
20 20
20 10
5 0
10 0
0 50
10
5 5
10 10
25 10
15 0
20 30
20 0
20 0
5 0
10 10
20 0
5 5
10 0
0 0
20 10
5 0
0 0
5 3
5 5
15 10
10 59
25 5
0 100
14 12
10 5
5 10
0 0
5
25 5
20 5
10
0 25
Tags
Going forward, how do you anticipate your investment in leadership development will change over
Answer Choices Responses 2017 2018 2019
Decrease significantly 1.73% 9 2.70% 1.52% 1.73%
Decrease slightly 4.80% 25 2.70% 5.30% 4.80%
Stay the same 38.00% 198 36.80% 37.88% 38.00%
Increase slightly 40.88% 213 44.40% 41.16% 40.88%
Increase significantly 14.59% 76 13.40% 14.14% 14.59%
Answered 521
Skipped 199
ment will change over the next 12 months?
Indicate the degree to which you agree or disagree on the impact of your leadership development
We are satisfied with our curr

Other companies try to recruit
Our approach to leadership de
Investment in leadership de
We have few significant gaps
We have sufficient resources
evelopment Survey 2019
gree to which you agree or disagree on the impact of your leadership development efforts for each of the foll
Graph 6: Impact of Leadership Development
Disagree Strongly
Sufficient leadership bench strength 14.37%
Sufficient resources for leadership development
Best-in-class leaders 9.53%
Attracting high potentials 10.87%
Leadership a source of No competitive advantage
leadership gaps 8.91%
No leadership gaps 12.40%
Sufficient
Leadershipresources for leadership
a source of competitive development
advantage 13.23%
Total Impact Score
Sufficient leadership bench strength
30% 35% 40% 45% 50% 55% 60% 65%
2017 2018 2019

ts for each of the following statements.
Disagree Strongly Disagree Agree Agree Strongly
74 37.67% 194 43.11% 222 4.85% 25
49 35.41% 182 46.30% 238 8.75% 45
56 45.24% 233 37.86% 195 6.02% 31
46 25.97% 134 48.45% 250 16.67% 86
64 37.79% 195 38.95% 201 10.85% 56
68 44.55% 229 35.41% 182 6.81% 35
Answered
Skipped
55% 60% 65% 70%

Agree and S agree
Total 2017 2018 2019
515 42% 44% 48%
514 52% 55% 55%
515 43% 44%
516 65% 67% 65%
516 51% 49% 50%
514 43% 40% 42%
521 50% 50% 51%
199
How long does it take to develop a new leader to a high level of proficiency in his or her role?
Less than 6 months 3.38% 16
6–12 months 30.87% 146
13–18 months 34.67% 164
19–24 months 17.12% 81
More than 24 months 13.95% 66
Answered 473
Skipped 247
in his or her role?
In supporting the transition of leaders from one leadership position to another, indicate the extent
Disagree Strongly
We provide support in completing old assignments/tasks. 6.94% 32
We help leaders adopt new/more advanced leadership skills. 5.79% 27
We provide access to coaching/mentoring during the transition. 5.39% 25
We provide time for overlap with the previous leader to ease the trans 6.05% 28
We help leaders manage their personal expectations. 6.90% 32
We help leaders manage their own performance expectations. 4.55% 21
We assist in developing relationships with leaders’ new peers and dir 5.83% 27
We assist in managing time and priorities in new leadership positions 6.06% 28
nother, indicate the extent to which you agree or disagree with the following statements.
Disagree Agree Agree Strongly Total
33.84% 156 53.36% 246 5.86% 27 461
22.53% 105 59.66% 278 12.02% 56 466
28.23% 131 53.23% 247 13.15% 61 464
37.37% 173 48.38% 224 8.21% 38 463
37.72% 175 49.35% 229 6.03% 28 464
28.79% 133 58.01% 268 8.66% 40 462
33.05% 153 50.11% 232 11.02% 51 463
40.69% 188 46.32% 214 6.93% 32 462
Answered 467
Skipped 253
In thinking about the future work environment of new leaders, indicate the extent to which you agr
Disagree Strongly
We need to increase the speed of development due to the retiremen 3.02% 14
Future leaders’ spans of control will be greater due to flattening of th 2.38% 11
The task of leadership for future leaders will be more complex. 1.30% 6
More cross-functional collaboration and networking will be required of 0.22% 1
Global leadership abilities will be important to our organization’s suc 11.69% 54
he extent to which you agree or disagree with the following statements.
28.73% 133 51.19% 237 17.06% 79 463
37.15% 172 46.22% 214 14.25% 66 463
13.67% 63 51.84% 239 33.19% 153 461
4.56% 21 47.72% 220 47.51% 219 461
22.73% 105 36.58% 169 29.00% 134 462
Answered 465
Skipped 255
Social media (Facebook, LinkedIn, Twitter, etc.) has grown tremendously over the past few years. D
Easier? 5.77% 27
More difficult? 15.81% 74
Both easier and more difficult? 56.20% 263
Neither easier nor more difficult? 22.22% 104
Answered 468
Skipped 252
over the past few years. Do you believe that the growth of social media has made leading:
What are the greatest concerns leaders in your organization have about the use of social media? P
1
Creates too much of a distraction 28.71% 116
Leads to false or misleading information 12.62% 52
Too much information delays decisions 5.04% 21
Creates another area that leaders have to monitor 12.65% 53
Blurs personal and business boundaries 12.65% 54
Potential disclosure of confidential information (accidental or intention 28.35% 127
the use of social media? Please rank order from 1 = greatest concern, to 6 = least concern).
2 3 4 5
16.83% 68 14.11% 57 15.59% 63 13.12%
22.57% 93 18.45% 76 19.66% 81 17.23%
9.59% 40 15.35% 64 16.31% 68 23.74%
13.37% 56 19.57% 82 21.96% 92 15.51%
20.37% 87 19.91% 85 16.39% 70 18.97%
18.97% 85 14.51% 65 9.60% 43 11.83%
concern).
5 6 Total Score
53 11.63% 47 404 3.98
71 9.47% 39 412 3.65
99 29.98% 125 417 2.66
65 16.95% 71 419 3.35
81 11.71% 50 427 3.56
53 16.74% 75 448 3.92
Answered 453
Skipped 267
Are there other issues about social media that concern leaders?
Answered 166
Skipped 554
RespondentsResponse Date Responses Tags

1 Feb 11 2019 0 No current plans or coordinator
2 Feb 10 2019 0 How to gain control over the information
3 Feb 07 2019 1 credibility of sources
4 Feb 05 2019 0 Security
5 Feb 05 2019 1 Affect on corporate reputation.
6 Feb 05 2019 0 None
7 Feb 04 2019 0 Fake news
8 Feb 04 2019 0 Security and reputation
9 Feb 04 2019 0 no
10 Feb 04 2019 0 diffuses focus
11 Feb 04 2019 0 No
12 Feb 04 2019 0 no
13 Feb 04 2019 0 Connections between leaders and their employees.
14 Feb 04 2019 0 Information shared needs to be approved and appropriate.
15 Feb 04 2019 0 controlling "the message" from any/all posts about the organization--keeping it laser fo
16 Feb 04 2019 0 One must always be professional
17 Feb 04 2019 0 too much employee time spent on social media with little payback
18 Feb 04 2019 0 Inappropriate postings
19 Feb 04 2019 0 Disinformation
20 Feb 04 2019 1 Privacy for some has been a challenge; perceiving LinkedIn and Facebook as the sam
21 Feb 04 2019 1 Accidentally representing the organization incorrectly or inappropriately.
22 Feb 04 2019 1 n0
23 Feb 04 2019 1 na
24 Feb 04 2019 1 Ability to trust PEOPLE to use it wisely
25 Feb 04 2019 1 Leaving a negative social footprint because of online bullies
26 Feb 04 2019 1 na
27 Feb 04 2019 1 I struggle with your "social media" questions, because I'm not sure whether you're talki
28 Feb 04 2019 1 Inability to monitor useage
29 Feb 04 2019 1 regulatory and compliance issues given the nature of specific industry
30 Feb 04 2019 1 none
31 Feb 04 2019 1 No
32 Feb 04 2019 1 No.
33 Feb 04 2019 1 Focus 4
34 Feb 04 2019 1 None
35 Jan 30 2019 0 Social perception is very important to leaders. What the public thinks can set the direc
36 Jan 29 2019 0 Not enough time to view and answer.
37 Jan 28 2019 0 Monitoring and responding to feedback is time consuming. Requires a new hire.
38 Jan 28 2019 0 Employees are creating titles for themselves that do not actually exist in the organizatio
39 Jan 27 2019 0 Conflict of interest.
40 Jan 25 2019 0 na
41 Jan 24 2019 1 unknown
42 Jan 24 2019 0 NA
43 Jan 24 2019 0 False agendas and misinformation
44 Jan 23 2019 0 lack of productivity
45 Jan 23 2019 1 no
46 Jan 23 2019 0 If the conversation is brought up, it's between leadership and Marketing; I don't have in
47 Jan 23 2019 0 None
48 Jan 23 2019 0 The need to manage many areas at once. When to find time to update various sources
49 Jan 22 2019 0 Misuse of social media
50 Jan 22 2019 0 None
51 Jan 22 2019 0 Not aware.
52 Jan 22 2019 0 No
53 Jan 22 2019 0 no
54 Jan 22 2019 0 It reinforces the notion that people don't have to talk to people face-to-face. Social skill
55 Jan 22 2019 0 whether it should or should not be used as part of the hiring process/decision
56 Jan 22 2019 0 Its impact on critical thinking. Relying too much on what is on social media.
57 Jan 22 2019 0 none
58 Jan 22 2019 0 No
59 Jan 22 2019 0 Business cost of engagement in Social media: purchase and administration of busines
60 Jan 22 2019 0 Not a problem in our organization.
61 Jan 22 2019 0 Following suggestions/recommendations that do not align with organizational culture o
62 Jan 22 2019 0 No
63 Jan 22 2019 0 none that I can think of at this time
64 Jan 22 2019 1 n/a
65 Jan 22 2019 1 no
66 Jan 22 2019 1 reputation
67 Jan 22 2019 1 Relationships developed between employees.
68 Jan 22 2019 1 Not a concern,but I'm amazed at how quickly people can find info; I don't see it being u
69 Jan 22 2019 1 SM is beneficial to transparency
70 Jan 22 2019 1 As long as there is common sense and policies in place this should be a non issue. I h
71 Jan 22 2019 1 It's 'unequal' - certain groups (generations, being computer savvy, job role, etc.) are on
72 Jan 22 2019 1 Inter-personnel relationships
73 Jan 22 2019 1 What employees are posting. Is the company at risk?
74 Jan 22 2019 1 no
75 Jan 22 2019 1 none
Less work output from individuals who spend too much time on social media._x000D_
76 Jan 22 2019 1 Potential corporate litigation depending on who and what is released on social media
77 Jan 22 2019 1 None
78 Jan 22 2019 1 time wasted
79 Jan 22 2019 1 Can be issues between team members as they become more aware that they have dif
80 Jan 22 2019 1 Not at this time.
81 Jan 22 2019 1 na
82 Jan 22 2019 1 No
83 Jan 22 2019 1 reputation of organization - e.g staff members sharing private information on sensitive
84 Jan 22 2019 1 Measurement of impact is difficult.
85 Jan 22 2019 1 They don't see the value of participating in social medial learning activities
86 Jan 22 2019 1 There needs to be a better understanding that the reality is, this is how people connect
87 Jan 22 2019 0 Client engagement
88 Jan 21 2019 0 no
89 Jan 20 2019 1 We use social learning so this is not a topic of concern for us
90 Jan 18 2019 1 n/a
91 Jan 18 2019 0 no
92 Jan 17 2019 0 Limits face to face communication
93 Jan 17 2019 0 no
94 Jan 17 2019 0 not that I can think of
95 Jan 17 2019 0 No
96 Jan 17 2019 1 Filters are not trusted
97 Jan 17 2019 1 HIPAA violations
98 Jan 17 2019 1 Not that I know of.
99 Jan 17 2019 1 In healthcare we are concerned about the security of patient information.
100 Jan 17 2019 1 Unified messaging.
101 Jan 17 2019 1 Social media is a mindless snare meant to lead people to wonder after disruption.
102 Jan 17 2019 1 n/a
103 Jan 17 2019 1 not at this time
104 Jan 17 2019 1 How to control postings to prevent misinformation while keeping things open?
105 Jan 17 2019 1 How can they best use it for development
106 Jan 17 2019 1 Releases and proper usage.
107 Jan 17 2019 1 No
108 Jan 17 2019 1 No
109 Jan 17 2019 1 no
110 Jan 17 2019 1 Open forum for disgruntled public requiring restraint in replies from all employees.
111 Jan 17 2019 1 Frankly, at this We don't have any concerns about Social Media within the organization
112 Jan 17 2019 1 consistency of information and alignment to company culture, policies, regulatory requi
113 Jan 16 2019 0 Potential damage to personal or organizational images
114 Jan 15 2019 0 I am concerned that leaders DON'T use social media to keep up with what is going on
115 Jan 14 2019 1 n/a
116 Jan 14 2019 0 If done for business purposes, how to monitor and compensate hourly staff.
117 Jan 14 2019 0 na
118 Jan 11 2019 1 No, we have a clearly defined social media policy
119 Jan 11 2019 1 They can't spin it in their way.
120 Jan 11 2019 1 Establishing an effective presence; the time needed to maintain a social media presen
121 Jan 11 2019 0 False and fake news
122 Jan 11 2019 0 Not sure what managers' thoughts are on social media. I think it has had an ill effect fo
123 Jan 11 2019 0 Fake news, distraction. .
124 Jan 11 2019 0 yup finding leaders individual will be a problem
125 Jan 11 2019 1 One should ignore social media. It is petering down and loosing its significance . Now a
126 Jan 10 2019 0 N/A
127 Jan 10 2019 0 Potential appearance of conflict of interest
128 Jan 10 2019 0 No
129 Jan 10 2019 1 Misuse of others intellectual property
130 Jan 10 2019 1 Loss of control over the message. In government it is considered that only certain peo
131 Jan 10 2019 1 too great of a challenge in healthcare so we steer our employee's away from using it fo
132 Jan 10 2019 1 No
133 Jan 10 2019 1 Concern about what people might say in post that aren't closely monitored.
134 Jan 10 2019 1 no
135 Jan 10 2019 1 The privacy.
136 Jan 10 2019 1 Use in hiring
137 Jan 10 2019 1 N/a
138 Jan 10 2019 1 Watches receiving media and messaging tend to distract from the work being done. W
139 Jan 10 2019 0 "Free poaching" of key leaders through social media connections and networks.
140 Jan 10 2019 0 The speed at which news/information is transmitted. The validity of information and the
141 Jan 10 2019 0 As government employees, our personal social media cannot be representative of the
142 Jan 10 2019 0 Employees playing on their phones during work hours.
143 Jan 10 2019 0 It depends of the social media you have selected
144 Jan 10 2019 0 None
145 Jan 10 2019 0 Somewhat of a time waster
146 Jan 10 2019 0 The ultimate challenge with social media is this; who is using it and how do I quantify m
147 Jan 10 2019 0 Bullying
148 Jan 10 2019 0 time to use
149 Jan 10 2019 0 time spending on while working
150 Jan 10 2019 0 no
151 Jan 10 2019 0 Nothing I can think of
152 Jan 10 2019 0 Potential for Bullying, Slandering, etc.
153 Jan 10 2019 0 cyber security access to computer systems
154 Jan 10 2019 0 It is a concern in Healthcare because of the laws governing information.
155 Jan 10 2019 0 None I can think of
156 Jan 10 2019 0 Technology blocks
157 Jan 10 2019 0 n/a
158 Jan 10 2019 0 no
159 Jan 09 2019 0 no
160 Jan 08 2019 0 Reduces the amount of face to face imteraction
161 Jan 08 2019 0 What are the most important sites to monitor
162 Jan 08 2019 0 Does seem to provide a real ROI based on its use. Seems "distracting"
163 Jan 08 2019 1 ROI
164 Jan 08 2019 1 Not having the right talent and experience to build effective programs using social med
165 Jan 08 2019 0 no
166 Jan 08 2019 0 we don't use really use social media
rganization--keeping it laser focused.
edIn and Facebook as the same thing when they are not.
inappropriately.
m not sure whether you're talking about internal social media (like Workplace by Facebook) or external social media (like regula
ecific industry
public thinks can set the direction of business.

ng. Requires a new hire.
actually exist in the organization.
and Marketing; I don't have insight into it from an L&D perspective.
time to update various sources.
eople face-to-face. Social skills among younger leaders is already deficient.

ring process/decision
is on social media.
and administration of business accounts.
n with organizational culture or processes.
n find info; I don't see it being used for networking but locating & comparing info
this should be a non issue. I have a personal rule, never friend a subordinate.
ter savvy, job role, etc.) are on social media more than other groups which creates a perception some groups get more attentio
ime on social media._x000D_

t is released on social media
more aware that they have different political beliefs.
ivate information on sensitive topics
learning activities
y is, this is how people connect and communicate now - its the new "watercooler" conversation...
tient information.
o wonder after disruption.
keeping things open?
eplies from all employees.

l Media within the organization. We aren't using it between teams to a great extent yet.
lture, policies, regulatory requirements, etc.
keep up with what is going on in the industry, trends, news, etc. that affects employees and the business.
ensate hourly staff.
maintain a social media presence

I think it has had an ill effect for civilization across the board. Professional sites like LinkedIn are fine, but those of the likes of F
loosing its significance . Now a days, no one takes social media messages seriously.
onsidered that only certain people are allowed to speak officially.

mployee's away from using it for any business purposes
closely monitored.
t from the work being done. We find that banning cell phone use has been skirted by the use of smart watches.
nnections and networks.
e validity of information and the source. Misinformation can do damage quickly and can be costly and difficult to recover.
annot be representative of the organization. There are concerns about security of such an approach and it won't integrate with o
using it and how do I quantify my efforts with it.
ing information.
ms "distracting"
ive programs using social media, and maintenance is always a concern. It is left up to individuals and no oversight built in, whe
al social media (like regular Facebook). For the former, I think the major issue is getting everyone to participate.
e groups get more attention or are more 'in-the-know.'
, but those of the likes of Facebook have not made the world a better place. Most people use Facebook like it's an encycloped
difficult to recover.
nd it won't integrate with our mandated LMS. 2/3 of our population does field-based, manual labor and is not computer/social m
d no oversight built in, whether using as a business communication tool or a learning tool.
ook like it's an encyclopedia. It's amazing to think that we have all this wonderful technology, but we still are living folklore times
d is not computer/social media literate (at the moment).

still are living folklore times. (I may be a bit bias here...)
What do leaders in your organization see as the greatest benefits of social media? Please rank ord
1 2
Greater access to useful information 32.50% 130 25.25%
Better communication among coworkers 13.20% 52 16.50%
Access to just-in-time learning 12.07% 49 17.49%
Ability for managers to give more timely feedback 4.21% 17 6.93%
Increased employee engagement 9.88% 41 16.63%
Better business networking 28.18% 122 19.17%
al media? Please rank order from 1 = greatest benefit, to 6 = least benefit.
2 3 4 5
101 16.25% 65 11.25% 45 7.00% 28
65 22.34% 88 20.05% 79 18.53% 73
71 20.94% 85 19.21% 78 15.52% 63
28 10.64% 43 17.33% 70 27.72% 112
69 16.87% 70 21.20% 88 21.69% 90
83 15.94% 69 11.78% 51 9.01% 39
6 Total Score
7.75% 31 400 4.42
9.39% 37 394 3.58
14.78% 60 406 3.47
33.17% 134 404 2.43
13.73% 57 415 3.31
15.94% 69 433 3.98
Answered 440
Skipped 280
What other social media benefits do your leaders see?
Answered 122
Skipped 598
RespondentsResponse Date Responses Tags

1 Feb 11 2019 0 Global outreach
2 Feb 10 2019 0 none
3 Feb 07 2019 1 another way to communicate
4 Feb 07 2019 0 We don't really leverage Social Media as a leadership development tool in our organiza
5 Feb 04 2019 0 Marketing the product
6 Feb 04 2019 0 none
7 Feb 04 2019 0 None
8 Feb 04 2019 0 none
9 Feb 04 2019 0 Research
Portability--being able to be in touch no matter where they are._x000D_
10 Feb 04 2019 0 Convenience--a post is usually easier to manage than an email
11 Feb 04 2019 0 recruitment opportunity as well
12 Feb 04 2019 0 Just-in-time information
13 Feb 04 2019 1 Builds functional expertise and attracts higher quality candidates for key roles
14 Feb 04 2019 1 none
15 Feb 04 2019 1 na
16 Feb 04 2019 1 It is a Mass Customized world today and Social Media is a big part of Customized LIVI
17 Feb 04 2019 1 na
_x000D_
18 Feb 04 2019 1 For external social media, free marketing/PR!
19 Feb 04 2019 1 NA
20 Feb 04 2019 1 none
21 Feb 04 2019 1 none
22 Feb 04 2019 1 None.
23 Feb 04 2019 1 info dissemination
24 Feb 04 2019 1 None
25 Jan 30 2019 0 Social media maximize our brand variance in the market place.
26 Jan 28 2019 0 See what others are doing. Keep a pulse on the markets.
27 Jan 28 2019 0 public relations
28 Jan 27 2019 0 Real time information
29 Jan 25 2019 0 na
30 Jan 24 2019 1 A way to keep millennial's engaged during downtime, but runs the risk of being distract
31 Jan 24 2019 0 NA
32 Jan 24 2019 0 None at this time
33 Jan 23 2019 0 updated informations and trends in our industry
34 Jan 23 2019 1 na.
35 Jan 23 2019 0 None
36 Jan 22 2019 0 In house customised
37 Jan 22 2019 0 None
38 Jan 22 2019 0 Not aware.
39 Jan 22 2019 0 Better informal understanding of feedback
40 Jan 22 2019 0 none
41 Jan 22 2019 0 None...it's actually a time waster and today's leaders need to manage their time better
42 Jan 22 2019 0 we currently don't see a benefit outside of maybe marketing but hard to manage with 2
43 Jan 22 2019 0 Improve company branding.
44 Jan 22 2019 0 none
45 Jan 22 2019 0 get information out quickly
46 Jan 22 2019 0 Being more visible across industry
47 Jan 22 2019 0 We use social media for marketing purposes and some targeted customer interactions
48 Jan 22 2019 0 none that I can think of at this time
49 Jan 22 2019 1 n/a - we do not allow access at work.
50 Jan 22 2019 1 Informed customers, customer engagement, public relations
51 Jan 22 2019 1 Don't really see any benefits.
52 Jan 22 2019 1 Speed at getting info
53 Jan 22 2019 1 Can lead to greater transparency - can be useful in culture change
54 Jan 22 2019 1 Immediate 'just-in-time' information / updates (outside of just learning).
55 Jan 22 2019 1 Creates a more "modern" company
56 Jan 22 2019 1 Recruitment tool.
57 Jan 22 2019 1 none
58 Jan 22 2019 1 None
59 Jan 22 2019 1 We use it predominantly to share news to our customers and other partners.
60 Jan 22 2019 1 None known.
61 Jan 22 2019 1 na
62 Jan 22 2019 1 Hiring
63 Jan 22 2019 1 None
64 Jan 21 2019 0 none
65 Jan 20 2019 1 Sharing of information across geographic and functional boundaries
66 Jan 18 2019 1 n/a
67 Jan 17 2019 0 Useful for hiring
68 Jan 17 2019 0 Need to have social media to match competition
69 Jan 17 2019 0 easy to engage with customers
70 Jan 17 2019 0 none
71 Jan 17 2019 0 None
72 Jan 17 2019 1 More options in communication and instant feedback.
73 Jan 17 2019 1 They don't see value other than in Marketing organization. Rarely consider it for learnin
74 Jan 17 2019 1 None that I know of.
75 Jan 17 2019 1 Social media is locked down for clinical employees. In HR we use it for recruiting and
76 Jan 17 2019 1 Popularization of important business themes.
77 Jan 17 2019 1 Social media is a great waste of time and money. It should be condemned as the Frau
78 Jan 17 2019 1 n/a
79 Jan 17 2019 1 recruitment outreach
80 Jan 17 2019 1 How do ensure appropriate information is communicated properly
81 Jan 17 2019 1 Recruitment tool
82 Jan 17 2019 1 None, they have more fear about it than ability to see benefits.
83 Jan 17 2019 1 None
84 Jan 15 2019 0 advertising
85 Jan 14 2019 1 n/a
86 Jan 14 2019 0 Meet expectations of younger staff
87 Jan 14 2019 0 na
88 Jan 11 2019 1 Ability to keep up with changes in public/governmental policy
89 Jan 11 2019 0 Our organization does not use social media for employees. We do use it for our repres
90 Jan 11 2019 0 Increase customer engagement, follow thru customer feedback
91 Jan 11 2019 0 MIS eradication
92 Jan 10 2019 0 N/A
93 Jan 10 2019 0 None
94 Jan 10 2019 1 I'm not sure your leadership considers social media benefits at all.
95 Jan 10 2019 1 Social media is not used for internal communication.
96 Jan 10 2019 1 Spread co. reputation
97 Jan 10 2019 1 Great way to communicate with our client/customers.
98 Jan 10 2019 1 Creating community
99 Jan 10 2019 1 Networking
100 Jan 10 2019 1 Assits in the hiring process
101 Jan 10 2019 1 N/a
102 Jan 10 2019 1 marketing and social media
103 Jan 10 2019 0 Can connect with leaders and key employees 24/7/365.
104 Jan 10 2019 0 Shrinking the distance between the parts and people of the organization. Best practice
105 Jan 10 2019 0 Credit Union members require the attention.
106 Jan 10 2019 0 None
107 Jan 10 2019 0 This is a platform this is not going away so we have to learn to embrace it and use it re
108 Jan 10 2019 0 social lifestyle
109 Jan 10 2019 0 none
110 Jan 10 2019 0 None
111 Jan 10 2019 0 They don't see any benefits.
112 Jan 10 2019 0 not applicable. not used
113 Jan 10 2019 0 n/a
114 Jan 10 2019 0 none
115 Jan 09 2019 0 none
116 Jan 08 2019 0 N/A
117 Jan 08 2019 0 Stay connected
118 Jan 08 2019 0 Personally
Not a lot - seems
I don't "trendy" to them
think social and
media while they
provides any embark on it, there
of the benefits listeddon't use Iisjust
in Q18, succi
ha
119 Jan 08 2019 1 Also the answers for all of question 8 and 9 are unknown. But again I was forced to pu
120 Jan 08 2019 1 Expanding lines of business, connecting clients and stakeholders, recruiting new emplo
121 Jan 08 2019 0 no
122 Jan 08 2019 0 we don't use really use social media
evelopment tool in our organization - it's more of a customer facing tool
ey are._x000D_
n email
ndidates for key roles
a big part of Customized LIVING for everyone.
t runs the risk of being distracted or releasing confidential information.

ed to manage their time better already.
ting but hard to manage with 2000 locations
argeted customer interactions with our designers. It is not something we utilize for employee engagement or communications.
just learning).
s and other partners.
boundaries
n. Rarely consider it for learning and development.
HR we use it for recruiting and are trying to break down some old barriers that would allow us to use it more with current employ
uld be condemned as the Fraud, Waste and Abuse of corporate time it is.
es. We do use it for our representatives, but not employees.
he organization. Best practice sharing.
arn to embrace it and use it responsibly.
kbenefits
on it, there
listeddon't use Iisjust
in Q18, succinctly.
had to rank them or the survey wouldn't let me proceed._x000D_
n. But again I was forced to put in an answer.
eholders, recruiting new employees who connect with existing employees. Letting our community service shine as well as reco
ement or communications. We have a very high paced, customer facing business where employees can't be distracted with dev
more with current employees.

rvice shine as well as recognition tool for employees.
can't be distracted with devices all day.
Overall, for leaders in your organization, do the problems of social media outweigh the benefits, or
Answer ChoicesAverage NumberTotal Number Responses
(no label) 5.1435185185 2222 100.00% 432
Answered 432
Skipped 288
Overall, do the problems of social media outweigh the benefits, or do the benefits ouitweight the p
response Disagree Agree Agree Strongly
Problems outwei 15.00% 21.2 12.40% 31.2 51.19% 237 17.06%
Problems outweig 21.00% 11 37.15% 172 46.22% 214 14.25%
Equal 12.00% 6 13.67% 63 51.84% 239 33.19%
Benefits outwei 31.00% 1 4.56% 21 47.72% 220 47.51%
Benefits outwei 20.00% 54 22.73% 105 36.58% 169 29.00%
Respondents Response Date Tags

1 Feb 11 2019 121 1
2 Feb 11 2019 1034 34
3 Feb 11 2019 0933 33
4 Feb 11 2019 0650 50
5 Feb 10 2019 06-14 -14
6 Feb 08 2019 1150 50
7 Feb 07 2019 0375 75
8 Feb 07 2019 1078 78
9 Feb 07 2019 09-82 -82
10 Feb 07 2019 0280 80
11 Feb 06 2019 03-1 -1
12 Feb 06 2019 02-1 -1
13 Feb 06 2019 011 1
14 Feb 06 2019 112 2
15 Feb 06 2019 0978 78
16 Feb 05 2019 07-48 -48
17 Feb 05 2019 040 0
18 Feb 05 2019 0488 88
19 Feb 05 2019 02-30 -30
20 Feb 05 2019 1265 65
21 Feb 05 2019 1150 50
22 Feb 05 2019 111 1
23 Feb 05 2019 09-69 -69
24 Feb 05 2019 090 0
25 Feb 05 2019 083 3
26 Feb 05 2019 0863 63
27 Feb 05 2019 08-41 -41
28 Feb 05 2019 081 1
29 Feb 05 2019 030 0
30 Feb 05 2019 0380 80
31 Feb 05 2019 0165 65
32 Feb 04 2019 091 1
33 Feb 04 2019 08-100 -100
34 Feb 04 2019 07-45 -45
35 Feb 04 2019 06-8 -8
36 Feb 04 2019 06-2 -2
37 Feb 04 2019 05-17 -17
38 Feb 04 2019 05-48 -48
39 Feb 04 2019 0412 12
40 Feb 04 2019 0422 22
41 Feb 04 2019 0414 14
42 Feb 04 2019 041 1
43 Feb 04 2019 031 1
44 Feb 04 2019 031 1
45 Feb 04 2019 03-1 -1
46 Feb 04 2019 031 1
47 Feb 04 2019 030 0
48 Feb 04 2019 0340 40
49 Feb 04 2019 0233 33
50 Feb 04 2019 0244 44
51 Feb 04 2019 02-31 -31
52 Feb 04 2019 02-99 -99
53 Feb 04 2019 02-62 -62
54 Feb 04 2019 02-8 -8
55 Feb 04 2019 020 0
56 Feb 04 2019 0254 54
57 Feb 04 2019 021 1
58 Feb 04 2019 0242 42
59 Feb 04 2019 01-25 -25
60 Feb 04 2019 0155 55
61 Feb 04 2019 0191 91
62 Feb 04 2019 010 0
63 Feb 04 2019 0119 19
64 Feb 04 2019 0150 50
65 Feb 04 2019 121 1
66 Feb 04 2019 1250 50
67 Feb 04 2019 12-49 -49
68 Feb 04 2019 12-74 -74
69 Feb 04 2019 12-5 -5
70 Feb 04 2019 121 1
71 Feb 04 2019 12100 100
72 Feb 04 2019 12-100 -100
73 Feb 04 2019 120 0
74 Feb 04 2019 12-49 -49
75 Feb 04 2019 120 0
76 Feb 04 2019 12-40 -40
77 Feb 04 2019 1294 94
78 Feb 04 2019 12-99 -99
79 Feb 04 2019 124 4
80 Feb 04 2019 1250 50
81 Feb 04 2019 120 0
82 Feb 04 2019 1270 70
83 Feb 04 2019 1275 75
84 Feb 04 2019 12-89 -89
85 Feb 04 2019 12-30 -30
86 Feb 04 2019 12-58 -58
87 Feb 04 2019 121 1
88 Feb 04 2019 1256 56
89 Feb 04 2019 12-5 -5
90 Feb 04 2019 120 0
91 Feb 04 2019 120 0
92 Feb 04 2019 121 1
93 Feb 04 2019 120 0
94 Feb 04 2019 12-97 -97
95 Feb 04 2019 12-1 -1
96 Feb 04 2019 12-100 -100
97 Feb 04 2019 1229 29
98 Feb 04 2019 12-85 -85
99 Feb 04 2019 11-45 -45
100 Feb 04 2019 114 4
101 Feb 04 2019 0532 32
102 Feb 01 2019 020 0
103 Jan 31 2019 03 -2 -2
104 Jan 29 2019 05 80 80
105 Jan 29 2019 12 -7 -7
106 Jan 29 2019 07 10 10
107 Jan 28 2019 04 1 1
108 Jan 28 2019 04 3 3
109 Jan 28 2019 11 -68 -68
110 Jan 28 2019 09 75 75
111 Jan 28 2019 07 -67 -67
112 Jan 27 2019 07 0 0
113 Jan 26 2019 02 -69 -69
114 Jan 25 2019 10 53 53
115 Jan 25 2019 08 -49 -49
116 Jan 24 2019 04 -3 -3
117 Jan 24 2019 01 2 2
118 Jan 24 2019 12 -43 -43
119 Jan 24 2019 11 -54 -54
120 Jan 24 2019 11 75 75
121 Jan 24 2019 11 0 0
122 Jan 24 2019 09 0 0
123 Jan 24 2019 08 0 0
124 Jan 23 2019 11 -40 -40
125 Jan 23 2019 10 -100 -100
126 Jan 23 2019 09 -100 -100
127 Jan 23 2019 08 -1 -1
128 Jan 23 2019 07 -45 -45
129 Jan 23 2019 04 0 0
130 Jan 23 2019 02 80 80
131 Jan 23 2019 01 38 38
132 Jan 23 2019 11 1 1
133 Jan 23 2019 11 1 1
134 Jan 23 2019 11 70 70
135 Jan 23 2019 10 11 11
136 Jan 23 2019 10 0 0
137 Jan 23 2019 10 0 0
138 Jan 23 2019 09 100 100
139 Jan 23 2019 08 69 69
140 Jan 23 2019 08 -20 -20
141 Jan 23 2019 05 30 30
142 Jan 23 2019 02 1 1
143 Jan 23 2019 02 0 0
144 Jan 22 2019 09 100 100
145 Jan 22 2019 07 -49 -49
146 Jan 22 2019 07 -2 -2
147 Jan 22 2019 07 4 4
148 Jan 22 2019 06 85 85
149 Jan 22 2019 06 80 80
150 Jan 22 2019 06 -2 -2
151 Jan 22 2019 05 59 59
152 Jan 22 2019 05 -3 -3
153 Jan 22 2019 05 27 27
154 Jan 22 2019 05 0 0
155 Jan 22 2019 05 72 72
156 Jan 22 2019 04 -19 -19
157 Jan 22 2019 03 28 28
158 Jan 22 2019 03 -68 -68
159 Jan 22 2019 03 -37 -37
160 Jan 22 2019 03 100 100
161 Jan 22 2019 03 2 2
162 Jan 22 2019 03 1 1
163 Jan 22 2019 03 -75 -75
164 Jan 22 2019 03 80 80
165 Jan 22 2019 03 0 0
166 Jan 22 2019 02 -40 -40
167 Jan 22 2019 02 30 30
168 Jan 22 2019 02 11 11
169 Jan 22 2019 02 43 43
170 Jan 22 2019 01 -31 -31
171 Jan 22 2019 01 2 2
172 Jan 22 2019 01 1 1
173 Jan 22 2019 01 0 0
174 Jan 22 2019 01 -1 -1
175 Jan 22 2019 01 -2 -2
176 Jan 22 2019 01 70 70
177 Jan 22 2019 01 -6 -6
178 Jan 22 2019 01 -16 -16
179 Jan 22 2019 01 38 38
180 Jan 22 2019 12 -1 -1
181 Jan 22 2019 12 -89 -89
182 Jan 22 2019 12 39 39
183 Jan 22 2019 12 0 0
184 Jan 22 2019 12 12 12
185 Jan 22 2019 12 2 2
186 Jan 22 2019 12 0 0
187 Jan 22 2019 12 84 84
188 Jan 22 2019 11 20 20
189 Jan 22 2019 11 -39 -39
190 Jan 22 2019 11 -100 -100
191 Jan 22 2019 11 -1 -1
192 Jan 22 2019 11 45 45
193 Jan 22 2019 11 -55 -55
194 Jan 22 2019 11 -100 -100
195 Jan 22 2019 11 21 21
196 Jan 22 2019 11 0 0
197 Jan 22 2019 11 8 8
198 Jan 22 2019 11 0 0
199 Jan 22 2019 11 100 100
200 Jan 22 2019 11 4 4
201 Jan 22 2019 11 -71 -71
202 Jan 22 2019 11 82 82
203 Jan 22 2019 11 -38 -38
204 Jan 22 2019 11 39 39
205 Jan 22 2019 11 -3 -3
206 Jan 22 2019 11 38 38
207 Jan 22 2019 11 -100 -100
208 Jan 22 2019 11 -100 -100
209 Jan 22 2019 11 75 75
210 Jan 22 2019 11 64 64
211 Jan 22 2019 11 -71 -71
212 Jan 22 2019 11 -10 -10
213 Jan 22 2019 11 0 0
214 Jan 22 2019 11 45 45
215 Jan 22 2019 11 80 80
216 Jan 22 2019 10 69 69
217 Jan 22 2019 10 -37 -37
218 Jan 22 2019 10 5 5
219 Jan 22 2019 10 0 0
220 Jan 22 2019 10 -1 -1
221 Jan 22 2019 10 -67 -67
222 Jan 22 2019 10 0 0
223 Jan 22 2019 10 0 0
224 Jan 22 2019 10 -26 -26
225 Jan 22 2019 10 0 0
226 Jan 22 2019 10 0 0
227 Jan 22 2019 10 -11 -11
228 Jan 22 2019 10 80 80
229 Jan 22 2019 10 16 16
230 Jan 22 2019 10 -36 -36
231 Jan 22 2019 10 -2 -2
232 Jan 22 2019 09 75 75
233 Jan 22 2019 08 5 5
234 Jan 21 2019 11 4 4
235 Jan 21 2019 02 1 1
236 Jan 21 2019 11 1 1
237 Jan 21 2019 08 15 15
238 Jan 21 2019 08 72 72
239 Jan 21 2019 06 1 1
240 Jan 20 2019 07 0 0
241 Jan 20 2019 10 100 100
242 Jan 18 2019 03 -93 -93
243 Jan 18 2019 01 -1 -1
244 Jan 18 2019 01 0 0
245 Jan 18 2019 12 -47 -47
246 Jan 18 2019 12 70 70
247 Jan 18 2019 11 -26 -26
248 Jan 18 2019 11 66 66
249 Jan 18 2019 09 -1 -1
250 Jan 18 2019 09 1 1
251 Jan 18 2019 08 48 48
252 Jan 18 2019 08 -69 -69
253 Jan 18 2019 08 14 14
254 Jan 18 2019 06 45 45
255 Jan 18 2019 04 -8 -8
256 Jan 17 2019 11 33 33
257 Jan 17 2019 08 85 85
258 Jan 17 2019 07 3 3
259 Jan 17 2019 06 -69 -69
260 Jan 17 2019 05 43 43
261 Jan 17 2019 04 -1 -1
262 Jan 17 2019 03 -67 -67
263 Jan 17 2019 03 84 84
264 Jan 17 2019 02 4 4
265 Jan 17 2019 02 0 0
266 Jan 17 2019 02 -22 -22
267 Jan 17 2019 01 2 2
268 Jan 17 2019 01 -86 -86
269 Jan 17 2019 01 51 51
270 Jan 17 2019 01 50 50
271 Jan 17 2019 12 -100 -100
272 Jan 17 2019 12 66 66
273 Jan 17 2019 12 90 90
274 Jan 17 2019 12 -63 -63
275 Jan 17 2019 12 20 20
276 Jan 17 2019 12 76 76
277 Jan 17 2019 11 -87 -87
278 Jan 17 2019 11 47 47
279 Jan 17 2019 11 0 0
280 Jan 17 2019 11 2 2
281 Jan 17 2019 11 50 50
282 Jan 17 2019 10 -64 -64
283 Jan 17 2019 10 56 56
284 Jan 17 2019 10 -12 -12
285 Jan 17 2019 10 -100 -100
286 Jan 17 2019 10 -10 -10
287 Jan 17 2019 10 -1 -1
288 Jan 17 2019 10 17 17
289 Jan 17 2019 10 78 78
290 Jan 17 2019 10 -58 -58
291 Jan 17 2019 10 -50 -50
292 Jan 17 2019 10 66 66
293 Jan 17 2019 10 78 78
294 Jan 17 2019 10 0 0
295 Jan 17 2019 10 -7 -7
296 Jan 17 2019 10 20 20
297 Jan 17 2019 10 26 26
298 Jan 17 2019 10 1 1
299 Jan 17 2019 10 -100 -100
300 Jan 17 2019 10 22 22
301 Jan 17 2019 10 0 0
302 Jan 17 2019 10 85 85
303 Jan 17 2019 10 -33 -33
304 Jan 17 2019 10 -1 -1
305 Jan 17 2019 10 -2 -2
306 Jan 17 2019 10 71 71
307 Jan 17 2019 10 46 46
308 Jan 17 2019 10 -100 -100
309 Jan 17 2019 10 1 1
310 Jan 17 2019 10 -1 -1
311 Jan 17 2019 10 1 1
312 Jan 17 2019 10 0 0
313 Jan 16 2019 03 70 70
314 Jan 15 2019 04 48 48
315 Jan 15 2019 03 98 98
316 Jan 15 2019 03 -30 -30
317 Jan 15 2019 02 -6 -6
318 Jan 15 2019 02 19 19
319 Jan 15 2019 02 -22 -22
320 Jan 15 2019 02 0 0
321 Jan 15 2019 02 25 25
322 Jan 15 2019 02 -60 -60
323 Jan 14 2019 11 38 38
324 Jan 14 2019 01 -1 -1
325 Jan 14 2019 10 -100 -100
326 Jan 14 2019 09 -1 -1
327 Jan 14 2019 09 -100 -100
328 Jan 14 2019 06 0 0
329 Jan 11 2019 01 0 0
330 Jan 11 2019 01 27 27
331 Jan 11 2019 10 70 70
332 Jan 11 2019 10 18 18
333 Jan 11 2019 09 -100 -100
334 Jan 11 2019 09 -100 -100
335 Jan 11 2019 08 -70 -70
336 Jan 11 2019 08 69 69
337 Jan 11 2019 02 63 63
338 Jan 11 2019 02 11 11
339 Jan 11 2019 12 0 0
340 Jan 10 2019 11 41 41
341 Jan 10 2019 10 20 20
342 Jan 10 2019 09 -1 -1
343 Jan 10 2019 08 92 92
344 Jan 10 2019 07 -18 -18
345 Jan 10 2019 07 3 3
346 Jan 10 2019 06 79 79
347 Jan 10 2019 05 -2 -2
348 Jan 10 2019 05 40 40
349 Jan 10 2019 05 65 65
350 Jan 10 2019 04 1 1
351 Jan 10 2019 04 0 0
352 Jan 10 2019 03 55 55
353 Jan 10 2019 03 -70 -70
354 Jan 10 2019 02 1 1
355 Jan 10 2019 02 0 0
356 Jan 10 2019 01 -25 -25
357 Jan 10 2019 01 1 1
358 Jan 10 2019 12 93 93
359 Jan 10 2019 12 52 52
360 Jan 10 2019 12 -42 -42
361 Jan 10 2019 11 97 97
362 Jan 10 2019 11 42 42
363 Jan 10 2019 11 60 60
364 Jan 10 2019 10 -98 -98
365 Jan 10 2019 10 46 46
366 Jan 10 2019 10 55 55
367 Jan 10 2019 10 82 82
368 Jan 10 2019 10 -63 -63
369 Jan 10 2019 10 60 60
370 Jan 10 2019 10 31 31
371 Jan 10 2019 10 54 54
372 Jan 10 2019 10 50 50
373 Jan 10 2019 10 50 50
374 Jan 10 2019 10 90 90
375 Jan 10 2019 10 60 60
376 Jan 10 2019 10 15 15
377 Jan 10 2019 09 30 30
378 Jan 10 2019 09 80 80
379 Jan 10 2019 09 0 0
380 Jan 10 2019 09 0 0
381 Jan 10 2019 09 -6 -6
382 Jan 10 2019 09 74 74
383 Jan 10 2019 09 -100 -100
384 Jan 10 2019 09 0 0
385 Jan 10 2019 09 0 0
386 Jan 10 2019 09 0 0
387 Jan 10 2019 09 -1 -1
388 Jan 10 2019 09 6 6
389 Jan 10 2019 09 -3 -3
390 Jan 10 2019 09 -7 -7
391 Jan 10 2019 09 13 13
392 Jan 10 2019 09 52 52
393 Jan 10 2019 09 -98 -98
394 Jan 10 2019 09 -95 -95
395 Jan 10 2019 09 -100 -100
396 Jan 10 2019 09 61 61
397 Jan 10 2019 09 -40 -40
398 Jan 10 2019 09 1 1
399 Jan 10 2019 09 54 54
400 Jan 10 2019 08 -3 -3
401 Jan 10 2019 08 -3 -3
402 Jan 10 2019 08 4 4
403 Jan 10 2019 08 3 3
404 Jan 10 2019 08 73 73
405 Jan 10 2019 08 -50 -50
406 Jan 10 2019 08 -8 -8
407 Jan 10 2019 08 13 13
408 Jan 10 2019 08 -81 -81
409 Jan 10 2019 08 -96 -96
410 Jan 10 2019 08 -100 -100
411 Jan 10 2019 08 -12 -12
412 Jan 10 2019 08 11 11
413 Jan 10 2019 08 69 69
414 Jan 10 2019 08 46 46
415 Jan 10 2019 08 22 22
416 Jan 10 2019 08 13 13
417 Jan 09 2019 06 0 0
418 Jan 09 2019 04 48 48
419 Jan 09 2019 11 1 1
420 Jan 08 2019 05 84 84
421 Jan 08 2019 02 75 75
422 Jan 08 2019 01 0 0
423 Jan 08 2019 12 -2 -2
424 Jan 08 2019 11 -59 -59
425 Jan 08 2019 11 -57 -57
426 Jan 08 2019 11 0 0
427 Jan 08 2019 10 29 29
428 Jan 08 2019 10 13 13
429 Jan 08 2019 09 -100 -100
430 Jan 08 2019 09 27 27
431 Jan 08 2019 09 71 71
432 Jan 08 2019 09 1 1
eigh the benefits, or do the benefits outweigh the problems?
fits ouitweight the problems

Agree Strongly Total
79 463
66 463
153 461
219 461
134 462
Answered 465
Skipped 255
In developing the next generation of leaders, indicate the extent to which you agree or disagree wi
Disagree Strongly
We are able to find qualified candidates to fill future leadership positi 3.73% 16
Our current approach to leadership development effectively addresse 9.18% 39
We are effectively attracting younger employees into leadership posit 5.18% 22
Our leadership development efforts have increased the diversity (race 7.98% 34
We have sufficient resources, time, and staff to develop the next gene 14.55% 62
We have a clear focus on developing the next generation of leaders. 9.15% 39
Executives in our organization have prioritized the need to develop t 12.47% 53
We have strong bench strength of new potential leaders. 10.14% 43
Our organization has identified a succession plan for all key positions 21.18% 90
We are effectively capturing organizational knowledge as our current 18.35% 78
Our organization takes steps to leverage the talents and knowledge 12.50% 53
h you agree or disagree with the following statements:
33.33% 143 55.94% 240 6.99% 30 429
40.94% 174 41.41% 176 8.47% 36 425
35.29% 150 51.53% 219 8.00% 34 425
32.39% 138 48.36% 206 11.27% 48 426
49.30% 210 29.34% 125 6.81% 29 426
45.31% 193 34.74% 148 10.80% 46 426
33.18% 141 41.41% 176 12.94% 55 425
45.52% 193 38.68% 164 5.66% 24 424
43.76% 186 28.47% 121 6.59% 28 425
49.65% 211 27.76% 118 4.24% 18 425
37.03% 157 43.16% 183 7.31% 31 424
Answered 429
Skipped 291
In thinking of the current and next generation of leaders, indicate the extent to which you agree or
Disagree Strongly
The current generation of leaders provide support, coaching, and men 5.85% 25
The current generation of leaders are willing to let go of responsibili 8.94% 38
The next generation of leaders has reasonable expectations for car 8.94% 38
The next generation of leaders has the commitment, passion, and driv 3.29% 14
The next generation recognizes the need to develop additional leaders 3.07% 13
ent to which you agree or disagree with the following statements.
31.85% 136 51.05% 218 11.24% 48 427
41.65% 177 43.76% 186 5.65% 24 425
43.53% 185 41.41% 176 6.12% 26 425
20.00% 85 64.47% 274 12.24% 52 425
22.17% 94 58.49% 248 16.27% 69 424
Answered 428
Skipped 292
In supporting the transition of leadership positions to the next generation of leaders, what approac
Have current managers record videos/audio of critical processes or i 13.83%
Use collaborative platforms for current managers to share knowledg 47.41%
Give next-generation leaders stretch assignments 61.23%
Have new leaders rotate positions to work with different current lead 38.02%
On-the-job coaching between current and next-generation leaders 75.80%
Structured job shadowing with current leaders 44.20%
Other approaches you find effective (please specify): 6.67%
Answered
Skipped

1 Feb 04 2019 1
2 Feb 04 2019 1
3 Jan 28 2019 0
4 Jan 24 2019 0
5 Jan 23 2019 0
6 Jan 23 2019 1
7 Jan 23 2019 0
8 Jan 22 2019 0
9 Jan 22 2019 0
10 Jan 22 2019 0
11 Jan 22 2019 1
12 Jan 22 2019 1
13 Jan 17 2019 0
14 Jan 17 2019 0
15 Jan 17 2019 1
16 Jan 17 2019 1
17 Jan 15 2019 0
18 Jan 15 2019 0
19 Jan 15 2019 0
20 Jan 11 2019 0
21 Jan 11 2019 0
22 Jan 11 2019 0
23 Jan 10 2019 1
24 Jan 10 2019 0
25 Jan 10 2019 0
26 Jan 10 2019 0
27 Jan 08 2019 1
t generation of leaders, what approaches have you found effective (check all that apply)?
Responses
56
192
248
154
307
179
27
405
315
Other approaches you find effective (please specify): Tags

detailed transition plans
Everyone is a Leader. It is not a JOB rather a ROLE that everyone fulfills in business and in life. Don't slight anyon
Space for mindfulness
Uncertain we are doing any of this
No approaches currently used in my organization have been effective.
interior development
We do not have a conscious effort.
...
Working from a strengths based approach
Mentoring programs have been effective for us
none
Emerging Leaders Mentorship Program
We have Experience Toolkits that anyone can go through to prepare themselves for the next level of leadership. So
Approach has not been identified
career development postitions
targeted leadership training classes
Formal Development such as MBA
Evaluate leadership styles, require continuous learning, discuss leadership case studies as a group, read and discu
Mentoring
Discussions with team on who wants to build leadership skills.
We hire mangers, and that's that. We are attempting to make a shift from demanding managers to inspiring leaders
Leadership qualification
details, rotational and acting assignments,
Library and process documentation
We need an effective plan!
Reverse mentoring
Placing a diverse group of potential leaders in a collaborative blended learning program for several months. We are
ss and in life. Don't slight anyone. That is the "Old Game" that no longer works.
r the next level of leadership. So people take it upon themselves and work with their manager to gather skills to be prepared fo
udies as a group, read and discuss "Leadership and Self-Deception," provide a clear path for promotion, hold leaders accounta
ng managers to inspiring leaders. Currently managers get no support from their directors, VPs, etc.
gram for several months. We are already observing their interaction and learning impact which is positive. We are also looking
er skills to be prepared for the next opportunity.
on, hold leaders accountable, communicate clear leadership expectations, assess leadership competencies (all of this would be
itive. We are also looking at integrating leadership into teaching, coaching and mentoring through participation or creating vide
encies (all of this would be effective IF WE WOULD JUST DO THEM)
rticipation or creating videos.

Is the need to develop global leaders important to your organization?
Yes 47.73% 210
No 52.27% 230
Answered 440
Skipped 280
Does your organization have a specific program to develop global leadership capabilities?
Yes, we have a program specific for leaders in a global role. 12.80%
No, but we do include global leadership skills in our general leader 33.65%
We provide a general global awareness training program. 13.27%
No, we do not provide any additional skills specific to global leadersh 30.33%
We allow each region of the world to determine if global leadership sk 5.21%
Other (please specify): 4.74%
Answered
Skipped

1 Feb 04 2019 0
2 Feb 04 2019 1
3 Jan 28 2019 0
4 Jan 22 2019 0
5 Jan 22 2019 1
6 Jan 20 2019 1
7 Jan 17 2019 1
8 Jan 17 2019 1
9 Jan 11 2019 1
10 Jan 08 2019 1
obal leadership capabilities?
Responses
27
71
28
64
11
10
211
509
Other (please specify): Tags

We need formal required training for our organization.
When you see People as People, the Global development is easy. The Simulation applies to all People because it
Just beginning to focus on our Global Readiness Project™.
WE are only in the US. Our global need is really better defined as culture and diversity.
We promote dialogue about differences and the value and challenge of those differences
We take a global approach to leadership development with local delivery
We are a local only company.
we incorporate culture awareness, etc. While we are a US-specific industry, our customers represent a wide range
We provide training on ethics in international business, but that's about it.
We are an organization with focus on State clients and do not provide any services globally.
s to all People because it is based on Structural Awareness tps://vimeo.com/138751875
ers represent a wide range of cultures (including new immigrants)

Indicate the extent to which you agree with each of the following statements concerning your deve
Disagree Strongly
Our global leadership development has improved cross-cultural com 7.04% 14
Our global leadership development has improved organizational per 7.65% 15
Our global leadership development capability is built with global repr 7.73% 15
People in our organization are globally effective people. 5.05% 10
The organization currently has the systems and processes to implemen 9.55% 19
There is a clearly defined accountability for the results of the global le 13.71% 27
ents concerning your development of global leaders.
26.13% 52 60.30% 120 6.53% 13 199
33.16% 65 53.57% 105 5.61% 11 196
34.02% 66 52.06% 101 6.19% 12 194
30.30% 60 58.59% 116 6.06% 12 198
46.23% 92 38.19% 76 6.03% 12 199
50.76% 100 29.44% 58 6.09% 12 197
Answered 202
Skipped 518
How would you characterize your organization?
U.S.-based only 56.58% 245
Multinational 18.01% 78
Global 25.40% 110
Answered 433
Skipped 287
How many employees are in your entire organization? 2019
Answer Choices Responses 2017 Avg # employees
50,000+ 7.64% 33 7.8% 50,000.0 3,820
25,000-49,999 6.71% 29 6.5% 37,500.0 2,516
10,000-24,999 10.19% 44 12.6% 18,000.0 1,834
5,000-9,999 8.80% 38 11.6% 7,500.0 660
1,000-4,999 21.99% 95 19.7% 2,500.0 550
500-999 11.11% 48 11.6% 750.0 83
250-499 10.42% 45 6.8% 375.0 39
100-249 10.65% 46 9.2% 200.0 21
Less than 100 12.50% 54 14.3% 100.0 13
Answered 432 9,536
Skipped 288
2017 2018
Avg # employees Avg # employees
3,900.0 4955
2,437.5 2141.25
2,268.0 2107.8
870.0 833.25
492.5 540.5
87.0 83.325
25.5 30.4125
18.4 18.62
14.3 11.41
10,113 10721.57
Graph
How 1: Training
much dollarscompany
does your spent per spend
employee
on training annually?
$200 Answer Choices Responses 2017
$10,000,000
$190 + 8.46% 34 10000000 846,000.00 6.1%
$5,000,001
$180 - $10,000,000 6.72% 27 7500000 504,000.00 2.7%
$2,000,001
$170 - $5,000,000 5.22% 21 3500000 182,700.00 6.4%
$1,000,001
$160
- $2,000,000 10.45% 42 1500000 156,750.00 8.7%
$500,001 - $1,000,000 11.44% 46 750000 85,800.00 9.5%
$150
$250,001 - $500,000 8.96% 36 375000 33,600.00 10.2%
$140
$150,001 - $250,000 6.22% 25 175000 10,885.00 9.8%
$130
$100,001 - $150,000 9.20% 37 125000 11,500.00 7.6%
$120
$50,001 - $100,000 12.94% 52 75000 9,705.00 9.1%
$110
Less than $50,000 20.40% 82 25000 5,100.00 29.9%
$100
Answered 402 1,846,040.00 1317450
2017 2018 2019
Skipped 318
2017
Average per employee 193.59 130
How much does your company spend on training

annually?
25.00%
20.00%
15.00%
10.00%
Responses
5.00%
0.00%
+ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 ,0 ,0 ,0 ,0 ,0 ,0 ,0 ,0 ,0
00 00 00 00 00 00 50 50 00 50
0 0, 0 0 0 0 5 2 1 1 $
,0 0, 5, 2, 1, -$ -$ -$ -$ n
0
-$
1 -$ -$ -$ 01 01 01 01 ha
$1 1 1 0 1 0 0 0 0 ss
t
00
1
,0
0
,0
0
,0 5 0, 5 0, 0 0, 0, Le
0, 0 0 0 0 0 0
$2 $1 $1 $5
,0
0 ,0 ,0 $5
$5 $2 $1
2018
2018 2019
181 194
What best describes your job function?
Training management 36.19% 156
HR/Personnel management 6.73% 29
e-Learning/Learning management 3.48% 15
General/Corporate/Administrative management 5.10% 22
Finance/Operations management 1.16% 5
IT/MIS/Technical management 1.62% 7
Sales & Marketing management 2.32% 10
Education 4.18% 18
Instructional Designer/Developer 9.51% 41
Trainer/Instructor 14.62% 63
Consultant 9.74% 42
Answered 431
Skipped 289
Respondents Response Date Other (please specify) Tags

1 Feb 05 2019 0 Learning and Development Specialist/Executive Co
2 Feb 04 2019 0 c-suite
3 Feb 04 2019 0 VP of Learning and Development
4 Feb 04 2019 0 Government Services Leader
5 Feb 04 2019 1 Org Development
6 Feb 04 2019 1 organizer
7 Feb 01 2019 0 proposal writer and sometimes trainer
8 Jan 28 2019 0 Talent Management
9 Jan 24 2019 1 Dispatcher
10 Jan 23 2019 0 Board member
11 Jan 22 2019 0 Talent Development
12 Jan 22 2019 1 Talent Strategy professional
13 Jan 22 2019 1 Retired Annuitant
14 Jan 22 2019 1 Program Manager
15 Jan 17 2019 1 Safety
16 Jan 17 2019 1 Oversee organization
17 Jan 17 2019 1 I do everything on the list
18 Jan 15 2019 0 Executive
19 Jan 14 2019 0 I direct, manage, create, instruct L&D
20 Jan 10 2019 0 Resolution Specialist
21 Jan 10 2019 1 Training Consultant (Canadian Company - govt age
22 Jan 10 2019 0 EH&S
23 Jan 10 2019 0 general workforce development
Management 56.600%
Specialist/Executive Coach
dian Company - govt agency)
What is your job title?
President or above 5.12% 22
Vice President 6.51% 28
Director 21.63% 93
Manager 22.56% 97
Trainer 14.88% 64
Supervisor, Coordinator, Assistant, Specialist 13.95% 60
Answered 430
Skipped 290
Respondents Response Date Other (please specify)

1 Feb 11 2019 0 Internship Volunteer
2 Feb 11 2019 0 Head
3 Feb 08 2019 1 HR Training & Development Manager
4 Feb 07 2019 1 Human Resources Senior Trainer
5 Feb 07 2019 0 Sr. Director, Training & Education
6 Feb 06 2019 0 Senior Director of Leadership Development
7 Feb 06 2019 1 CLO
8 Feb 05 2019 0 COO
9 Feb 04 2019 0 CEO
10 Feb 04 2019 0 Management Consultant
11 Feb 04 2019 0 Management & Program Analyst
12 Feb 04 2019 0 OE Consultant
13 Feb 04 2019 0 IDD
14 Feb 04 2019 0 Advancement services trainer
15 Feb 04 2019 0 HR Business Partner
16 Feb 04 2019 0 Practice Leader
17 Feb 04 2019 1 HR Professional
18 Feb 04 2019 1 Transformational Change Counselor
19 Feb 04 2019 1 Sr. Learning & Development Consultant, E-Lear
20 Feb 04 2019 1 Senior Learning Program Manager
21 Feb 04 2019 1 Developer
22 Feb 01 2019 0 Principal Writer
23 Jan 28 2019 0 Certified Enterprise Business Coach-CPCC, AC
24 Jan 28 2019 0 Organizational Development Leader
25 Jan 25 2019 0 in development
26 Jan 24 2019 1 Communications Officer 1
27 Jan 23 2019 1 Technical Trainer
28 Jan 23 2019 0 Sr. Manager Design and Development
29 Jan 22 2019 1 partner
30 Jan 22 2019 0 Professor
31 Jan 22 2019 0 Learning and Development Specialist
32 Jan 22 2019 0 Executive Consultant
33 Jan 22 2019 0 Instructional Designer II
34 Jan 22 2019 0 Enablement Manager
35 Jan 22 2019 1 Program Manager
36 Jan 22 2019 1 Senior Instructional Designer
37 Jan 22 2019 1 Instructional Designer
38 Jan 22 2019 1 Management and Program Analyst
39 Jan 22 2019 1 Individual Contributor
40 Jan 22 2019 1 Chief Learning Officer
41 Jan 18 2019 1 Performance Development Specialist
42 Jan 18 2019 1 Leadership Development Consultant
43 Jan 17 2019 1 Organizational Development Specialist
44 Jan 17 2019 1 Lead Instructional Designer and Media Devleop
45 Jan 17 2019 1 Elder/Teacher/Asst Director in the School of Min
46 Jan 17 2019 1 Talent Development specialist
47 Jan 17 2019 1 HR
48 Jan 15 2019 0 Competence & Workforce Development Specia
49 Jan 15 2019 0 Compliance/Staff Development
50 Jan 11 2019 0 Service and Operations Training Specialist
51 Jan 10 2019 0 Learning Experience Design Lead
52 Jan 10 2019 1 Internal Training Consultant
53 Jan 10 2019 1 Represent the company to vendors (counterpar
54 Jan 10 2019 1 Senior Vice President
55 Jan 10 2019 0 professor
56 Jan 10 2019 0 Learning and Development Lead
57 Jan 10 2019 0 Leadership Training Consultant
59 Jan 10 2019 0 Organizational Development Consultant
60 Jan 10 2019 0 Management Consultant and Coach
61 Jan 10 2019 0 sr. consultant
62 Jan 10 2019 0 Workforce Development Lead
64 Jan 08 2019 1 Corporate Trainer
65 Jan 08 2019 1 Strategic Partnerships Manager
66 Jan 08 2019 0 EVP, CLO
Management 55.82%
Trainger
Tags
& Development Manager

urces Senior Trainer
Training & Education
or of Leadership Development
& Program Analyst

services trainer
onal Change Counselor

& Development Consultant, E-Learning Specialist
ng Program Manager
rprise Business Coach-CPCC, ACC

al Development Leader
ons Officer 1
Design and Development
Development Specialist
ctional Designer
and Program Analyst
Development Specialist
evelopment Consultant
al Development Specialist
onal Designer and Media Devleoper
r/Asst Director in the School of Ministerial Training
opment specialist
& Workforce Development Specialist

Staff Development
Operations Training Specialist
erience Design Lead
ng Consultant
e company to vendors (counterpart Training Lead)
Development Lead
raining Consultant
al Development Consultant
Consultant and Coach
evelopment Lead
nerships Manager
(Optional) To be entered into the drawing for an Amazon gift card and to receive a copy of the rese
Name 99.74% 381
Email 100.00% 382
Answered 382
Skipped 338
Respondents Response Date Name Tags Email Tags

1 Feb 11 2019 1 Pauline Kim pKim@iau.LA
2 Feb 11 2019 0 Alan Buller alanbuller@gmail.com
3 Feb 11 2019 0 Anna Pacelt anna.pacelt@kiwi.com
4 Feb 10 2019 0 Daniel Watson danwsalespro@gmail.com
5 Feb 08 2019 1 B. K. Gamble bgamble@hebfdn.org
6 Feb 07 2019 0 Steven Wunch steven.wunch@gmail.com
7 Feb 07 2019 0 Chantel chantel.x.koh@gsk.com
8 Feb 06 2019 0 Claire Edmondson claire.edmondson@cpitwincities.com
9 Feb 06 2019 0 Mary Stieber Reynhout msreynhout@gmail.com
10 Feb 06 2019 0 Eileen Woods ewoods@celgene.com
11 Feb 06 2019 1 Tim Wasserman Twasserman2@gmail.com
12 Feb 05 2019 0 Angie Mason angiem76@live.com.au
13 Feb 05 2019 0 Alma W Hughes alma.hughes@regions.com
14 Feb 05 2019 0 Henry DeHart hdehart@acacamps.org
15 Feb 05 2019 0 Ashley Lesko ashley@squarepegsolutions.org
16 Feb 05 2019 0 Debra Ross debra.ross@bnsf.com
17 Feb 05 2019 0 David Sattler dsattler@netzero.net
18 Feb 05 2019 1 Angie Briggs angie.briggs@oldnational.com
19 Feb 05 2019 1 Pamela Petty pbpetty@utmb.edu
20 Feb 05 2019 0 Cheryl Reich cheryl.reich@broadridge.com
21 Feb 05 2019 0 Mark Bruggeman mark.bruggeman@dmh.mo.gov
22 Feb 05 2019 0 Bonnie bblack@bhsn.org
23 Feb 05 2019 0 Greg Tutunjian greg@scrumdoc.com
24 Feb 05 2019 0 dania george dania.george@pwc.com
25 Feb 04 2019 0 Abi nshanthala@gmail.com
26 Feb 04 2019 0 David Seitz DSeitz@keyprofits.com
27 Feb 04 2019 0 June W Choi junewc@servalventures.com
28 Feb 04 2019 0 Wes Wong ww@weswong.com
29 Feb 04 2019 0 Dr. John Wallace jmw.phd@gmail.com
30 Feb 04 2019 0 Kirstin Sturgeon kirstin.sturgeon@americanvisionpartners.com
31 Feb 04 2019 0 Thomas H Hirano tom.hirano@irs.gov
32 Feb 04 2019 0 Naser waterq8@gmail.com
33 Feb 04 2019 0 Pam Peterson pam.peterson@bendigoadelaide.com.au
34 Feb 04 2019 0 Jacques Gaumond jacgoco@gmail.com
35 Feb 04 2019 0 hollis burkett burketth@earthlink.net
36 Feb 04 2019 0 Angie Meade angleameade@atlanticbay.com
37 Feb 04 2019 0 Michelle Baker michelle.baker@forumcu.com
38 Feb 04 2019 0 Asya Cabral Asya.Cabral@chenmed.com
39 Feb 04 2019 0 Robin Harmony rharmony88@rcn.com
40 Feb 04 2019 0 Patricia panabe2@uky.edu
41 Feb 04 2019 0 Leslee R. Gensinger lrgensinger@vcu.edu
42 Feb 04 2019 0 Dave Buckingham dave.buckingham@washco.utah.gov
43 Feb 04 2019 0 Nan Carmack nannermack@msn.com
44 Feb 04 2019 0 Patricia Gulledge pgulledge@nicka-associates.com
45 Feb 04 2019 0 Fiona Fiona.mitchell@ahs.ca
46 Feb 04 2019 0 Suzi Kalsow skalsow@bankmidwest.com
47 Feb 04 2019 0 Nancy L. Schou, M.S. nancy.schou@yolocounty.org
48 Feb 04 2019 0 Savannah Hampton savannah.hampton@dmh.mo.gov
49 Feb 04 2019 0 Matt Howell mhowell@ccojubilee.org
50 Feb 04 2019 0 Jerri Paulison geraldine.paulison@denvergov.org
51 Feb 04 2019 0 Mike Wichman mikewichman1@gmail.com
52 Feb 04 2019 0 Kurt Gombar kurt.gombar@mercer.com
53 Feb 04 2019 0 Derek Lylyk derek.lylyk@icloud.com
54 Feb 04 2019 0 Tom Henry thomas.henry@wholefoods.com
55 Feb 04 2019 1 Jeff Nunamaker jnunamaker@advantiscu.org
56 Feb 04 2019 1 Leilani Carlson leilani.carlson@yahoo.com
57 Feb 04 2019 1 Christine Purchell christine.purchell@duke.edu
58 Feb 04 2019 1 Trisha Zizumbo zizumbot@oaklandchn.org
59 Feb 04 2019 1 Tom Wentz twentz@corperf.com
60 Feb 04 2019 1 Lisa Matthews lisa_matthews@denso-diam.com
61 Feb 04 2019 1 carol price carol.price@vacu.org
62 Feb 04 2019 1 Francisco Diez fdiezconsultor@gmail.com
63 Feb 04 2019 1 Chad Clark chad.b.clark@rolls-royce.com
64 Feb 04 2019 1 Barbara Lane blane@telesystem.us
65 Feb 04 2019 1 Pat Walsh pwalsh@mycapecodbank.com
66 Feb 04 2019 1 Samantha Wilson sawilson@dollargeneral.com
67 Feb 04 2019 1 Laura Gillenwater lagil@sunlife.com
68 Feb 04 2019 1 Tom Owen towen@gaig.com
69 Feb 04 2019 1 Ann Zalucki annz@umich.edu
70 Feb 04 2019 1 Kristin Torgler ktorgler@brella.com
71 Feb 04 2019 1 Ginger L. Shaw ginger.l.shaw@boeing.com
72 Feb 04 2019 1 Ron Peyton ron.peyton@us.mahle.com
73 Feb 04 2019 1 Dionna Jones dionna.jones@state.mn.us
74 Feb 04 2019 1 Beckey Boyd rlboyd@ftb.com
75 Feb 04 2019 1 Elizabeth Peralta eperalta@firstam.com
76 Feb 04 2019 1 MaryHelms mhelms@unmc.edu
77 Feb 04 2019 1 Dirk Owens dirk.owens@anchorpac.com
78 Feb 04 2019 12:11 PM mnicholl@sdmi-lv.com
79 Feb 04 2019 1 Jamie Hoffman JamieHoffman@donegalgroup.com
80 Feb 04 2019 1 Kim Lund kim.lund@wholefoods.com
81 Feb 04 2019 1 Krista kclark_oakville@yahoo.ca
82 Feb 04 2019 1 Greg Stewart gsrstew@gmail.com
83 Feb 04 2019 1 Dr. Maynard Brusman mbrusman@workingresources.com
84 Feb 04 2019 1 Christine Watson cwatson@woundedwarriorproject.org
85 Feb 04 2019 1 William Scharffe bill_scharffe@ultimatesoftware.com
86 Feb 04 2019 0 penny brewer penny@insideoutworks.co.uk
87 Jan 31 2019 0 Josh Meringa jmmeringa77@yahoo.com
88 Jan 30 2019 1 Pierre Michel Pierre Louis plouis@uvi.sandals.com
89 Jan 29 2019 0 Isabel Feher-Watters ifw8484@gmail.com
90 Jan 29 2019 1 Raquel Bravo raquelbravo@feelingsmart.es
91 Jan 29 2019 0 Greg Ruffino gruffino@wfcorp.com
92 Jan 28 2019 0 Michelle Cubas mcubas@positivepotentials.com
93 Jan 28 2019 1 Faye Faye.D.Jacobson@irs.gov
94 Jan 28 2019 0 Diane Syer diane.syer@smithgroup.com
95 Jan 28 2019 0 Janel Schnieders janel.schnieders@ssmhealth.com
96 Jan 26 2019 0 David Stone monkeybreath205@gmail.com
97 Jan 25 2019 1 Doug Roehrkasse droehrkasse@gmail.com
98 Jan 25 2019 0 Jessica Gordon gordonjes@missouri.edu
99 Jan 24 2019 0 Chad Sloan chadsloan@curo.com
100 Jan 24 2019 1 Amber Moniz amber.moniz@wsp.wa.gov
101 Jan 24 2019 1 Bob Holliday rholliday@ptcbio.com
102 Jan 24 2019 1 Mary Muncy mmuncy@westclinic.com
103 Jan 24 2019 1 Stephane stephane@isokan.com
104 Jan 24 2019 1 george korolog george.korolog@sanmina.com
105 Jan 24 2019 1 Anke Sloat anke.sloat@brighthorizons.com
106 Jan 24 2019 0 Cinthia Cruz cinthia.cruz@hilton.com
107 Jan 24 2019 0 Kevin Wyatt Kevin.Wyatt@bcbssc.com
108 Jan 24 2019 0 Robert W Steinberg Steinhawk@AOL.com
109 Jan 23 2019 1 Balaji Rajabhather balaji.rajabather@liebherr.com
110 Jan 23 2019 1 Lisa Curry Lisa.m.curry@ibm.com
111 Jan 23 2019 0 Lisa Freeman lisafreeman949@yahoo.com
112 Jan 23 2019 0 Jacques Gaumond jacgoco@gmail.com
113 Jan 23 2019 0 Boubaker support@palateck.com
114 Jan 23 2019 0 Carsten Bosselman carsten.bosselman@bosselman.com
115 Jan 23 2019 0 Bradly Truitt bradtruitt@arcb.com
116 Jan 23 2019 0 Joel Settle joel.settle@hubinternational.com
117 Jan 23 2019 1 Diego Scotta hola@comunicacionsensible.com
118 Jan 23 2019 1 Jamie Hypes jghypes@carilionclinic.org
119 Jan 23 2019 1 Lynn Stephan lynn.stephan@microchip.com
120 Jan 23 2019 1 Diane Sargeant dsargeant@wellspan.org
121 Jan 23 2019 0 Lauren Warren ldwarren@buckman.com
122 Jan 23 2019 0 Cheryl Carstens ccarstens@rmcls.com
123 Jan 23 2019 0 Nicole Christensen Nicole.Christensen@Pearson.com
124 Jan 23 2019 0 Line liwit@arlafoods.com
125 Jan 22 2019 0 Gina Marchetti gina_marchetti@yahoo.com
126 Jan 22 2019 0 phoebe phoebeb@sunway.com.my
127 Jan 22 2019 0 Bruce Boehne bruceboehne@netscape.net
128 Jan 22 2019 0 Cheryl Hudson-Thomas Chery2you@aol.com
129 Jan 22 2019 0 Mark Brown mbrown@greenriver.edu
130 Jan 22 2019 0 Janet Manalo jlmanalo@dlshsi.edu.ph
131 Jan 22 2019 0 Natalie Krall natalie_krall@yahoo.com
132 Jan 22 2019 0 Suhagna Nundeekasen suhagna@hipages.com.au
133 Jan 22 2019 0 Kelvin Ang kelvinang@cssind.com
134 Jan 22 2019 0 Greg Smith Greg@ghsenterprise.com
135 Jan 22 2019 0 glen gcharge@live.com.au
136 Jan 22 2019 0 catherineTrahair ctrahair@maribyrnong.vic.gov.au
137 Jan 22 2019 0 Barbara Williams barbara.williams2@duke-energy.com
138 Jan 22 2019 0 Vince DiCecco vince@ypbt.com
139 Jan 22 2019 0 Angela Herriges Aherriges@waterstonemortgage.com
140 Jan 22 2019 0 Frank Gibson fjgibson68@gmail.com
141 Jan 22 2019 0 Andrea Ritchie aritchie@fueleducation.com
142 Jan 22 2019 0 Sandra Greer-Sanders s.greer@neopost.com
143 Jan 22 2019 0 Keith Lucas keith.lucas@sci-us.com
144 Jan 22 2019 0 Angela Lanneau angl211@kellyservices.com
145 Jan 22 2019 0 John Rohe john.rohe@hycap.org
146 Jan 22 2019 0 Vince Conrad conradv@halifax.ca
147 Jan 22 2019 0 Andrew Ogilvie andrew.ogilvie@airways.co.nz
148 Jan 22 2019 0 Jennifer Sutherland jens191@kellyservices.com
149 Jan 22 2019 0 Cara McColman cara.mccolman@gmail.com
150 Jan 22 2019 0 David Miller dmiller@pandexio.com
151 Jan 22 2019 0 Shana Keith shana.keith@capitalone.com
152 Jan 22 2019 0 Deborah Federbush deborah.federbush@cincinnati-oh.gov
153 Jan 22 2019 0 Barbara Neller bneller@teamksi.com
154 Jan 22 2019 0 Cari Cumly cari.crumly@columbiasouthern.edu
155 Jan 22 2019 0 Gail Wirz gwirz@badgerliquor.com
156 Jan 22 2019 0 Jennifer Clarke jclark74@jhmi.edu
157 Jan 22 2019 0 Robert Natkin rob.natkin@outlook.com
158 Jan 22 2019 0 Gretchen Vehlow gvehlow@clark-reliance.com
159 Jan 22 2019 1 Mike Wilday mwilday@lapu.edu
160 Jan 22 2019 1 Don Johnson djohnson@washoetanf.org
161 Jan 22 2019 1 JUDITH BEGOUN jbegoun@zehrenfriedman.com
162 Jan 22 2019 1 Tim Barnes
163 Jan 22 2019 1 Mike La Bonne mikelabonne3@gmail.com
164 Jan 22 2019 1 Jaime Santiago jsrshaman@cs.com
165 Jan 22 2019 1 Carolyn White carolynw@coasthills.coop
166 Jan 22 2019 1 Carrie Plantamura carriep@creativeworkforce.com
167 Jan 22 2019 1 Marcia Childers mchilde@citgo.com
168 Jan 22 2019 1 Matt Hoffman matt@penn-station.com
169 Jan 22 2019 1 Deborah Kite dkite@eldoradoresorts.com
170 Jan 22 2019 1 Jeffrey Hansler jhansler@oxfordco.com
171 Jan 22 2019 1 Horst Krieger hkrieger@i-s-c.co.at
172 Jan 22 2019 1 David Henley dhenley@sc2services.com
173 Jan 22 2019 1 Cheryl Green-Pozner cgreen@nfpa.org
174 Jan 22 2019 1 Paul Barnes paul.barnes@unh.edu
175 Jan 22 2019 1 Steven Woods steven.woods1@optum.com
176 Jan 22 2019 1 Irene Alderdice ialderdice@rogers.com
177 Jan 22 2019 1 Cara Pelletier cara_pelletier@ultimatesoftware.com
178 Jan 22 2019 1 Mark roberts Mark.roberts@timken.com
179 Jan 22 2019 1 Teri Bernhard-Rosensteel jumpinit@aol.com
180 Jan 22 2019 1 Raymond Korczak Raykorczak@gmail.com
181 Jan 22 2019 1 Jason Redmond jredmond@hillyard.com
182 Jan 22 2019 1 Jim Hewlett jghewlett@ucdavis.edu
183 Jan 22 2019 1 Lynelle Hofman lynelle.hofman@ppgnhi.org
184 Jan 22 2019 1 Carlos Alberto Onofre Lópecarlos.onofre@wilsonlearning.com.mx
185 Jan 22 2019 1 Patricia Slaven pslaven@acwajpia.com
186 Jan 22 2019 1 Gill Jackson gill.jackson@stjohn.org.nz
187 Jan 22 2019 1 Stacy Madalena stacym@easternnational.org
188 Jan 22 2019 1 Nicholas Ballinger nickballinger@gmail.com
189 Jan 22 2019 1 Lori Stockel lori.stockel@waters.nestle.com
190 Jan 22 2019 1 Eric Lemcke ericl@merrillgardens.com
191 Jan 22 2019 1 Rebecca Lopez msbeckaboo@gmail.com
192 Jan 22 2019 1 Brian Wood Bwood13@gmail.com
193 Jan 22 2019 1 Scott Switzer sswitzer@uccs.edu
194 Jan 22 2019 1 Diane Driscoll diane.m.driscoll@osfhealthcare.org
195 Jan 22 2019 1 Lucas McQuillan lucas.mcquillan@datalogic.com
196 Jan 22 2019 1 Shanon Rieman srieman@hzcu.org
197 Jan 22 2019 1 Lisa R Kenyon lkenyon@prattlibrary.org
198 Jan 22 2019 1 Marjorie Van Roon mvanroon@bestbuycanada.ca
199 Jan 22 2019 1 Harold Cypress Harold.cypress@gmail.com
200 Jan 22 2019 1 Roy Saunderson roysaunderson@rideau.com
201 Jan 22 2019 1 hans pascoal hans_pascoal@reyrey.com
202 Jan 22 2019 1 Burt Gravallese burt.gravallese@uspto.gov
203 Jan 22 2019 1 Tim VanderLaan timothy.vanderlaan@spectrumhealth.org
204 Jan 22 2019 0 Kim Money moneyk@middlesex.mass.edu
205 Jan 22 2019 0 Karen AGRAIT Kagrait32@gmail.com
206 Jan 22 2019 0 James Rudge james.rudge@waverley.gov.uk
207 Jan 21 2019 0 Linda Wilson lewilsonn_mn1@comcast.net
208 Jan 21 2019 0 Katy Holl katy.holl@engility.com
209 Jan 21 2019 0 Zana Simjanovski zana.simjanovski@mclaren.org
210 Jan 20 2019 0 Graham Johnston grjohnston@deloitte.com
211 Jan 20 2019 1 Rachel Hutchinson rachel.hutchinson@hilti.com
212 Jan 18 2019 0 Jacqueline Cardillo jcardillo@mpgus.com
213 Jan 18 2019 0 gary duszynski gduszynski@rich.com
214 Jan 18 2019 1 Richard Manoske rmanoske@bham.lib.al.us
215 Jan 18 2019 1 Lisa Haberman lhaberman@serviceexpress.com
216 Jan 18 2019 1 Robyn Ewalt robyn.ewalt@avera.org
217 Jan 18 2019 0 Melissa Izzo mizzo@dclibraries.org
218 Jan 18 2019 0 Stacy Cusack Stacy.Cusack@sncorp.com
219 Jan 18 2019 0 ben wedge wedgeben@yahoo.com
220 Jan 18 2019 0 Nancy DeNofio nancy.denofio@optum.com
221 Jan 18 2019 0 Paula Hemdal paula.hemdal@hotmail,com
222 Jan 18 2019 0 Joe Dorn dornjoe@gmail.com
223 Jan 18 2019 0 Denise Madaras dmadaras@ptg-intl.com
224 Jan 17 2019 1 Tracey Dickson tracey@kael.co.za
225 Jan 17 2019 0 Jobe Lawson jobe.lawson@morganstanley.com
226 Jan 17 2019 0 Pamela Hoffman 4pamhoffman@gmail.com
227 Jan 17 2019 0 melissa haller mhaller@rich.com
228 Jan 17 2019 0 Carla King cking@workingsol.com
229 Jan 17 2019 0 Lisa Joy Birmingham joy.birmingham@duke.edu
230 Jan 17 2019 0 Carol Resor carol.resor@inglis.org
231 Jan 17 2019 0 Kathy Jackson kljackson@cuyahogacounty.us
232 Jan 17 2019 0 patrick ebegbe ebegbep@dss.nyc.gov
233 Jan 17 2019 1 Mike Wichman mikewichman1@gmail.com
234 Jan 17 2019 1 Brent Sanger brent.sanger@gmail.com
235 Jan 17 2019 1 Vince Patton vpatton@lifesafetyservices.com
236 Jan 17 2019 1 Christy Ritchie critchie@jeffco.us
237 Jan 17 2019 1 Corey Kettner corey.kettner@zieglercat.com
238 Jan 17 2019 1 Tracey Stokely tstokely@paycor.com
239 Jan 17 2019 1 Sharon Batchelor sbatchelor@klohn.com
240 Jan 17 2019 1 Stephanie Miller spmiller@nmsu.edu
241 Jan 17 2019 1 Andrea Vernon avernon@sno-isle.org
242 Jan 17 2019 1 John D. Howell trainjdh@yahoo.com
243 Jan 17 2019 1 John Grover john.grover@cevalogistics.com
244 Jan 17 2019 1 Alyce Hartley alyce.hartley@childrensal.org
245 Jan 17 2019 1 Robin McClure robin.mcclure@evokedevelopment.com
246 Jan 17 2019 1 Lucy Albert lucy.albert@ascensus.com
247 Jan 17 2019 1 Kerby Rapp kerby_rapp@tempe.gov
248 Jan 17 2019 1 Regina Sampson Regina@ReginaSampson.com
249 Jan 17 2019 1 Corinne Supernor supernorc@ieccolleges.com
250 Jan 17 2019 1 W. K. Pomeroy wardell.pomeroy@upstatecp.org
251 Jan 17 2019 1 Jessica Brumfield jbrumfield@preformed.com
252 Jan 17 2019 1 Jef Betz Jef.Betz@TandigmHealth.com
253 Jan 17 2019 1 Tiffany McLean tmclean@generalrv.com
254 Jan 17 2019 1 Gwyn Purdue g.purdue@wafra.com
255 Jan 17 2019 1 April Corrine Collins aprilc@carolinawest.com
256 Jan 17 2019 1 Cynthia Davidson cindy.davidson@examfx.com
257 Jan 17 2019 1 Tim Hillier tfhillier@hotmail.com
258 Jan 17 2019 1 Luís Ferreira luispedroalvesferreira@gmail.com
259 Jan 17 2019 1 Perry Keydel perrykeydel@quickenloans.com
260 Jan 17 2019 1 Myra Pettis myra@softcomputer.com
261 Jan 17 2019 1 Jess yellowbees@hotmail.com
262 Jan 17 2019 1 Connie Dagg daggc@firelands.com
263 Jan 17 2019 1 Dawn Greene dawntheleprechaun@yahoo.com
264 Jan 17 2019 1 Renee Martinez rmartinez@tiaa.org
265 Jan 17 2019 1 Wayla Murrow wayla.murrow@state.co.us
266 Jan 17 2019 1 Laura Owens lowens@transcen.org
267 Jan 17 2019 1 Ashley O. Davis ashleyd@acst.com
268 Jan 17 2019 1 Amy Bollinger abollinger@atwork.com
269 Jan 17 2019 1 Deborah Kenney deborah.kenney@motoristsgroup.com
270 Jan 17 2019 1 Cyndi Avery cyndi.avery@grinnellmutual.com
271 Jan 17 2019 1 Dharma Funder dharma@mindfulhrsolutions.com
272 Jan 17 2019 1 Amir Khimji Amir.Khimji@state.mn.us
273 Jan 17 2019 1 Dawn Kliniewski dawn_m_kliniewski@bcbsil.com
274 Jan 15 2019 0 Alika Kost aukost@gmail.com
275 Jan 15 2019 0 Richard Christensen RCHRISTENSEN@EFGUSA.COM
276 Jan 15 2019 0 Patty Tydings pattytydings@gmail.com
277 Jan 15 2019 0 Joyce Riley joyce.riley@onpointcu.com
278 Jan 15 2019 0 Holly Lett hlett@fnal.gov
279 Jan 15 2019 0 Susan Thurow sthurow@pdqstaffing.com
280 Jan 15 2019 0 Robert Abney Robert.abney@blackhawkcasino.org
281 Jan 15 2019 0 Steve Russell stephenjrussell@maximus.com
282 Jan 15 2019 0 Janet Jansen jjansen@paycor.com
283 Jan 15 2019 1 Jenny smith jenny.smith@avon.com
284 Jan 14 2019 0 Rose Halford rhalford@unitusccu.com
285 Jan 14 2019 1 Ratnabali Banerjee ratnabali.bg@gmail.com
286 Jan 14 2019 1 Vanessa Hoffman vlhoffman@dcsdk12.org
287 Jan 14 2019 0 Cindy Freeman cfreeman@scholarshipamerica.org
288 Jan 11 2019 0 Trina Cale-Rosario trina.rosario@state.de.us
289 Jan 11 2019 0 Cynthia Mauris cynthia.mauris@montgomerycollege.edu
290 Jan 11 2019 1 valerie hall valerie.hall@ocps.net
291 Jan 11 2019 1 Katherine Sokolik ksokolik@csfmail.org
292 Jan 11 2019 0 Jim Armstrong Sr jarmstrong@aeicg.onmicrosoft.com
293 Jan 11 2019 0 Jason Prusha jprusha@saionline.com
294 Jan 11 2019 0 Amanda Rankin arankin@ksstate.bank
295 Jan 11 2019 0 Ram kramkumar1957@yahoo.co.in
296 Jan 11 2019 0 nuwan ariyawansha nuwanariyawansha@gmail.com
297 Jan 11 2019 0 King Court Trust rebecca.cox@kctrust.co.uk
298 Jan 11 2019 1 nnrao nnrao24@gmail.com
299 Jan 10 2019 1 Melissa Martin melissa.martin@airtickets.com.au
300 Jan 10 2019 1 Edwin Xu edwin.xu@nike.com
301 Jan 10 2019 1 Nick Rouen nick.rouen@qbe.com
302 Jan 10 2019 0 Mary Cropp mary.cropp@gmail.com
303 Jan 10 2019 0 Chester Tsang chester@mtr.com.hk
304 Jan 10 2019 0 M Manning mmanning@qudosbank.com.au
305 Jan 10 2019 0 Dianne Rees drees3271@verizon.net
306 Jan 10 2019 0 Marsha Stearns marsha.stearns@assurant.com
307 Jan 10 2019 0 Mel Northcott melanie.northcott@gmail.com
308 Jan 10 2019 0 Ron Cook ron@projectmasterminds.com
309 Jan 10 2019 0 Khya Tapp khya.tapp@brighthorizons.com
310 Jan 10 2019 0 charles evans charles.evans@sfgov.org
311 Jan 10 2019 0 Lester L. Stephenson ldljss@windstream.net
312 Jan 10 2019 0 Christine Adleman cadleman@johnsonville.com
313 Jan 10 2019 0 Andrew Lawrence Andrew.Lawrence@sclhealth.org
314 Jan 10 2019 0 Keith Katte kkatte4@gmail.com
315 Jan 10 2019 0 Rebecca Maynard rebecca.maynard@workcare.com
316 Jan 10 2019 1 Paula Hemdal paula.hemdal@hotmail.com
317 Jan 10 2019 1 Suzanne Sanders ssanders@questarai.com
318 Jan 10 2019 1 Nicole Cota nicole.cota@amnhealthcare.com
319 Jan 10 2019 1 Stephanie Deschenes deschenes@sciencenorth.ca
320 Jan 10 2019 1 Debra Baker debra.baker@kingcounty.gov
321 Jan 10 2019 1 Bryon Hays bryon.hays@state.co.us
322 Jan 10 2019 1 Janet Wonnenberg janetwonnenberg@gmail.com
323 Jan 10 2019 1 Catherine Hayes catherine.hayes@bioclinica.com
324 Jan 10 2019 1 Lori Kay lkay@childrensomaha.org
325 Jan 10 2019 1 Shari Furniss sfurniss@hqc.sk.ca
326 Jan 10 2019 1 Harold Strawbridge Hstrawbridge@yahoo.com
327 Jan 10 2019 1 Ty Jernstedt ty@remix.coach
328 Jan 10 2019 1 Jonathan Arteza-Acosta jonathan.artezaacosta@sclhealth.org
329 Jan 10 2019 1 Nancy Cook ncook@andoverbankohio.com
330 Jan 10 2019 1 Cynthia Mejia cynthia.cnnc@uncg.edu
331 Jan 10 2019 1 Doug Cash dougcash35@comcast.net
332 Jan 10 2019 1 Rachel Verstegen rverstegen@goodwillncw.org
333 Jan 10 2019 1 Branden Mews mewsbranden@gmail.com
334 Jan 10 2019 0 Linda Sebok sebokl@whitecastle.com
335 Jan 10 2019 0 Jeff Fetterman jjfetter@psecu.com
336 Jan 10 2019 0 Michael Finley MFinley@web.com
337 Jan 10 2019 0 Jan McKeown janm@russellcountryfcu.com
338 Jan 10 2019 0 Pedro Martínez pmartineztl@ieee.org
339 Jan 10 2019 0 Lashan Green lashan.green@vwcredit.com
340 Jan 10 2019 0 Chad Doerr chad.doerr@kyfb.com
341 Jan 10 2019 0 Mike Laughlin mlaughlin1@juno.com
342 Jan 10 2019 0 Andrew Fitzgibbon Andrew.Fitzgibbon@horacemann.com
343 Jan 10 2019 0 David Ulibarri david.ulibarri@verizonwireless.com
344 Jan 10 2019 0 andy nasseef andy@leonesiobrands.com
345 Jan 10 2019 0 Frank Croswell frank@wilsonlearning/co.za
346 Jan 10 2019 0 Ashley Mancini ashley.caster@gmail.com
347 Jan 10 2019 0 susan grossenbach susan.grossenbach@abbvie.com
348 Jan 10 2019 0 Jill Johnson jmjohnson@itagroup.com
349 Jan 10 2019 0 Alexis acrean@uchc.edu
350 Jan 10 2019 0 Eddie Songtanin eddie@engineer.com
351 Jan 10 2019 0 Cicero Mukes cmukes@iuhealth.org
352 Jan 10 2019 0 KABIR PARY kabirpary@gmail.com
353 Jan 10 2019 0 geoffrey borthwick borthwickg@gmail.com
354 Jan 10 2019 0 Mick Mikel ltpemf@live.com
355 Jan 10 2019 0 Ted Giltz tedgmc@charter.net
356 Jan 10 2019 0 TERRY STURGIS tsturgis@coynechemical.com
357 Jan 10 2019 0 Linda Herr LindaHerr@MCC.org
358 Jan 10 2019 0 Jeremy Pollard jpollard@beef.org
359 Jan 10 2019 0 Kelly Topp kelly.topp@edwardjones.com
360 Jan 10 2019 0 Kasaundra Bell kamibe08@icloud.com
361 Jan 10 2019 0 Susan Ladd sladd@cdc.gov
362 Jan 10 2019 0 Taylor Vashon tvashon@bartonassociates.com
363 Jan 10 2019 0 Meghann Ryan ryanm@univest.net
364 Jan 10 2019 0 Cathleen Kellar cathleen.kellar@sarnova.com
365 Jan 10 2019 0 Maxine Mathews mmathews@compugen.com
366 Jan 10 2019 0 Danielle Hook dhook@msu.edu
367 Jan 10 2019 0 Basha gouse.aman@gmail.com
368 Jan 09 2019 0 Aimee Correa aimee.correa@vibram.com
369 Jan 09 2019 1 Laverne Hibbett laverne.hibbett@convatec.com
370 Jan 09 2019 0 Melissa Dougherty mdougherty@advanceamerica.net
371 Jan 08 2019 0 Liz Thurman lizthurman33@gmail.com
372 Jan 08 2019 0 Diane Pawlak diane.pawlak@christushealth.org
373 Jan 08 2019 0 Jerry Kaminski jerry.kaminski@cmsenergy.com
374 Jan 08 2019 1 Christine Hall Christine Hall @abbott.com
375 Jan 08 2019 1 Jennifer Hunter hunter@suu.edu
376 Jan 08 2019 1 K Osgood kosgood@agia.com
377 Jan 08 2019 1 Carolyn Rivera carolynlrivera@aol.com
378 Jan 08 2019 1 Brian Peters bpeters@naed.org
379 Jan 08 2019 0 Terri Bannister terri.bannister@funeraldirectorslife.com
380 Jan 08 2019 0 Diana Halfer dhalfer@luriechildrens.org
381 Jan 08 2019 0 michelle kohn michellebkohn@gmail.com
382 Jan 08 2019 0 Amanda Doehring Amanda.Doehring@solixinc.com
receive a copy of the research summary, please provide your name and email address.
nvisionpartners.com
delaide.com.au
rproject.org
elman.com
energy.com
rtgage.com
nnati-oh.gov
ftware.com
ning.com.mx
trumhealth.org
elopment.com
tsgroup.com
merycollege.edu
clhealth.org
cemann.com
ectorslife.com
Would you be willing to be contacted for a brief interview to explore leadership development issue
Yes 23.87% 100
No 76.13% 319
Answered 419
Skipped 301
adership development issues in more depth? (Your answer will have no impact on entry into the drawing.)
y into the drawing.)

05 Lead Survey Graphs

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

05 Lead Survey Graphs

Uploaded by

Copyright:

Available Formats

Graph 1: Changes in learning methods used from 2017 to 2019

360-degree feedback tools

2017 2018 2019

Graph 2: Percentage rating the learning method as Effective

Graph 4: Percentage of budget for leadership development

2017 2018 2019

Graph 5: Impact of Leadership Development

Sufficient resources for leadership development

Leadership a source of competitive advantage

Attracting high potentials

Leadership a source of competitive advantage

Attracting high potentials

Sufficient leadership bench strength

30% 35% 40% 45% 50% 55% 60% 65%

2017 2018 2019

Leaders' managers identify needed skills

Informal interviews with leaders

Executive leadership team decides

Leaders themselves identify needed skills

counts Low Mod High total

Instructor-led classroom 0% 10%

Virtual learning 71 34 20 125

VR, AR,Graph 178

Video-based training 60 29 22 111

Simulations and role-plays 44 22 17 83

Mentoring programs 72 28 17 117

Learning librariesJob rotations 82 41 33 156

Social media networks

Learning portals 78 41 38 157

360-degree feedback tools 99 43 28 170

Open-source programs (MOOCS, Youube.com, etc.)

Game-like components 134 69 48 251

Blended learning 62 24 14 100

Action learning assignments 65 33 16 114

University/college programs 94 49 45 188

10% 20% 30% 40% 50% 60% 70% 80%

Q3-How would you rate the effectiveness of the different

Instructor-led classroom 132 106

Virtual learning 46 44 75 165

Self-paced e-learning 46 43 55 144

Video-based training 36 42 59 137

Simulations and role-plays 106 91 111 308

On-the-job training 141 109 137 387

Mentoring programs 77 82 111 270

Informal learning methods 69 51 87 207

Social media networks

Learning portals 28 35 49 112

Reinforcement and review after event 94 88 112 294

360-degree feedback tools 49 60 104 213

Open-source programs (MOOCS, Youube.com, etc.)

Manager coaching and support 103 102 127 332

Game-like components 29 37 58 124

Blended learning 87 78 111 276

Job rotations 52 47 75 174

Action learning assignments 98 82 113 293

Stretch/challenge assignments 79 91 98 268

University/college programs 52 45 61 158

Mindfulness activities are an important part of our 49 50 81 sig

Q6-How you measure effectiveness of leadership Development efforts

Graph 9: Executive Involvement in Leadership Development

Record talks or videos on the importance of leadership 80 decisions

Low Moderate High

Teach or lead leadership development sessions

Q9- percent of training budget for leadership