To answer these questions, our researchers undertook a year-long research project. We talked to executives and Learning & Development professionals at some of Silicon Valley\u2019s largest companies, including Google, Facebook, and LinkedIn.<\/p>\n
In the process, we uncovered and helped implement some of the Valley\u2019s best leadership development \u201chacks\u201d \u2014 methods that meet the unusual development needs of leadership in the tech industry.<\/p>\n
Why Leadership Development in the Technology Industry Is Different<\/h3>\n
In our experience, leadership development at Silicon Valley companies is somewhat different from other organizations in several ways:<\/p>\n
- \n
- The speed of change.<\/strong> Businesses move at an accelerated pace in the tech sector. They often operate on 3-month plans (because things change too quickly to plan beyond that). Many are seeking to double their size in the next 12\u201324 months.<\/li>\n
- Intense competition for talent.<\/strong> Companies live or die based on their talent, and employees can and do move around.<\/li>\n
- Focus on culture.<\/strong> Companies are proud of their corporate cultures and use them to keep and recruit talent.<\/li>\n
- High levels of stress.<\/strong> Workloads are enormous in Silicon Valley. The often-young leaders and employees feel under pressure constantly.<\/li>\n
- Common needs among tech leaders.<\/strong> Leadership development in this industry is focused on basic management skills, emotional intelligence, stress management skills, the ability to manage globally dispersed teams, and being able to influence rather than just tell people what to do.<\/li>\n
- An allergic reaction to common leadership development practices.<\/strong> Many Silicon Valley leaders don\u2019t like off-the-shelf content. They want solutions supported by research. And, perhaps surprisingly, they often eschew training that is purely delivered digitally.<\/li>\n<\/ul>\n
Apply Accelerated Continuous Development (ACD) for Leaders in Tech<\/h3>\n
Many successful tech companies and Silicon Valley start-ups have developed an approach to meeting their leadership development needs that we call Accelerated Continuous Development (ACD).<\/p>\n
![\"Infographic:](\"\/wp-content\/uploads\/2020\/11\/accelerated-continuous-development-infograph-center-for-creative-leadership.jpg\")
<\/a><\/p>\nThe goal of ACD is to help young leaders develop faster, learn continuously on the job, and increase their skills and knowledge while also developing more sophisticated, agile mindsets.<\/p>\n
Leadership Development \u201cHacks\u201d We\u2019ve Learned<\/h2>\n
Key Learnings from Our Partnerships With Tech Industry Clients<\/h3>\n
We have identified 7 key practices that companies use to successfully implement ACD:<\/p>\n
- \n
- Give leaders heat experiences<\/a>.<\/li>\n
- Build ecosystems of peer-to-peer learning.<\/li>\n
- Company data + your culture = leadership hacks.<\/li>\n
- Develop leaders through 3 circles.<\/li>\n
- Design solutions for time-poor leaders.<\/strong><\/li>\n
- Build snackable and deep-dive solutions.<\/li>\n
- Protect your asset: Create a low-stress, high-energy culture.<\/strong><\/li>\n<\/ul>\n
Here, we\u2019ll discuss 2 of those practices (read our full white paper<\/a>\u00a0for the rest):<\/p>\n
- \n
- Design solutions for time-poor leaders.<\/li>\n
- Create a low-stress, high-energy culture.<\/li>\n<\/ol>\n
1. Make development solutions work for time-poor leaders.<\/h4>\n
Technology leaders won\u2019t take part in leadership development if it\u2019s not connected to their work. And the time that traditional development programs take is unworkable.<\/p>\n
The solution? \u201cSnackable\u201d learning that\u2019s easy to schedule and connects to a leader\u2019s current needs. Some companies use an app called Adeption. Users can select a specific challenge, such as \u201cresistance to change.\u201d The app shows what other leaders have done in response and what their outcomes were. It also points the user toward related research and resources.<\/p>\n
Another way to create snackable learning is to focus on proven solutions that can be quickly taught to leaders when they need them. This is especially useful for topics such as giving feedback<\/a>\u00a0that many young technology leaders may not have ever received any formal training in. Some Silicon Valley development managers see themselves as \u201ccurators,\u201d collecting high-quality content and tools and then packaging them for their in-house leaders.<\/p>\n
Finally, to make leadership development attractive, consider finding creative ways to connect it to key company priorities. One company struggled to get senior leaders to participate, even with the CEO\u2019s encouragement. But when the Learning & Development team invited customers to the sessions, senior leaders were excited to attend because it gave them an opportunity to spend time with and learn from their customers \u2014 an activity that aligned closely with their roles and the company\u2019s customer-centric culture.<\/p>\n
2. Create a low-stress, but high-energy culture.<\/h4>\n
When we measured stress on 8 psychometric scales, we found that tech industry leaders in Silicon Valley have the highest levels of stress we\u2019d seen in any industry.<\/p>\n
Technology companies often operate in markets that change quickly and unpredictably. New competitors enter, sometimes new products and services are untested; pressure to grow revenue quickly is high.<\/p>\n
Add to this that many technology leaders are promoted into their roles at young ages \u2014 in their 20s or 30s \u2014 and you have a perfect recipe for high stress. Their peers in other industries might be 20 years older than them and have had more time to develop coping skills and build resilience.<\/p>\n
But this is a solvable problem. In one high-pressure company, we taught leaders research-proven methods to reduce stress and increase resilience<\/a>. Those managers practiced those techniques and then taught them to their teams through one-hour meetings that included short video demonstrations and a discussion of how to apply them. Within a month, 1,200 employees had been trained in these tools.<\/p>\n
- Intense competition for talent.<\/strong> Companies live or die based on their talent, and employees can and do move around.<\/li>\n