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Specialist Programs

Building a leadership-powered company on every level

Today, hierarchical organizational structures are increasingly being replaced by networking structures, agile set-ups and highly matrixed organizations. Organizations are breaking down hierarchies in order to increase the speed to market, decentralize decision-making and mobilize innovation across the organization.

This changes the role of the leader, but even more so, it sets new standards for what is required from specialists. The specialists must be equipped to not only be able to operate through their managers but also across the organization directly with specialists in other functions. The success of the specialists can no longer be boiled down to their depth of knowledge – it is their ability to bring their knowledge into play across the organization.

The Specialist Pipeline concept introduces a road-tested solution on how to design an enduring architecture for specialist performance and specialist development.

The Specialist 4-days programs clarify the specific responsibilities and performance expectations and ensure that the specialists develop the right work values, time application and skills in order to be successful in the role.

https://youtu.be/B_UiSSW_pAY
An Introduction to the Specialist Pipeline

Value for the participant

  • Gives the specialists insights, tools and practical training on how to fully step up into their role
  • Clarifies the specific responsibilities and performance expectations for their role
  • A clear perspective on how they uniquely create value, and they will have learned to appreciate their specialist role
  • The learning path is measured and backed up by data
  • Validated track record of creating lasting change in terms of knowledge, attitude and behavior

BACKED UP BY DATA

BASED ON PARTICIPANTS DAY-TO-DAY CHALLENGES

VALIDATED TRACK RECORD OF CREATING LASTING CHANGE

Knowledge expert

Many organizations have experienced that people who are specialists by heart end up going for a people manager role. A few years later, we have lost a good specialist but in return, we have a poor manager. This is a lose-lose situation. However, many specialists view the manager way as the only way to “make a career”.

To change this pattern, organizations need to create a visible career path for specialists. Most companies provide leadership training for their leaders of others in order to help them make their first difficult step into a managerial career track. In the same way, you need to invest in the knowledge expert program that helps specialists make their first challenging step into a specialist career.

Key topics in the program

Below, we have illustrated some of the core content of a typical knowledge expert transition program.

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Key topics in the program

Below, we have illustrated some of the core content of a typical knowledge leader transition program.

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Knowledge leader

This group of specialists is critical to the organization. They possess critical knowledge and they need to step up and into this much more independent role. At the same time, many knowledge leaders experience that they are not in control of delivering on their business objectives and they do not get much professional mentoring from their direct manager.

If we do not support the knowledge leaders in their transition from knowledge experts to knowledge leaders, they often end up operating at a too low level, they focus only on present deadlines and they neglect to further develop their domain of expertise. At the same time, they feel frustrated in their role and the risk of resignation or demotivation is significant.

Knowledge principal

During a People Review meeting in a 60,000 people company, LPI discussed critical people and critical jobs. To the surprise of the company, they ended up concluding that their most critical people were their knowledge principals – not the executives or the general managers. They agreed that if one of their country managers for even a major country left, it would be business as usual for at least three to four months without any problems. Also, even with a stretched talent pipeline, it would not be complicated to fill this role. But what if one of their knowledge principals left?

Our work with many companies shows that managers miss the specialist’s voice both vertically and horizontally in the organization.

The reason for the above issue is normally that the knowledge principal may represent a key depth of knowledge, but they are not able to navigate at the executive level – hence they are pressed further down in the organization. A better solution would be to support them in stepping up and into their role.

Key topics in the program

Below, we have illustrated some of the core content of a typical knowledge principal transition program.

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Key Topics in the Program

Below, we have illustrated some of the core content of a typical emerging leader transition program. The 2-day program ties directly into the job that needs to get done for an emerging leader.

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Emerging Leader

The startling statistics for new leaders: Outright failure in the first 18 months is estimated to range between 38% and more than 50%.

Based on the Leadership Pipeline principles, the 2-days Emerging Leader program is designed to increase success for both the individual and the organization by preventing wrong career choices and preparing potential leaders as realistically as possible for an actual leadership role.

Value for the participant:

  • Helps to make an informed decision about whether the leadership career is the right path for them to pursue
  • Gives insight into what it takes to successfully transition into a leadership role
  • How to uniquely create value as a leader
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A Typical Project Structure

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