Create a Successful Leadership Programme
How do you create a successful leadership programme?
There’s a cartoon I’ve seen pop up many times where a CFO asks ‘What if we invest in developing our people and they leave?’ and the CEO replies ‘What if we don’t, and they stay?’’This rings true to me. Not because we have a CFO who doesn’t want to invest in our talent, as that would be incredibly ‘uncloudy’ in Cloudreach terms (after all, we do advocate for promoting personal growth), but because to me investing in people should be a no-brainer.
At Cloudreach I’m proud to say we’re currently taking applications for our inaugural Flourishing Leaders Programme. At the heart of this programme is the Octalysis Framework created by Gamification guru Yu-kai Chou. His framework is based on ‘human focused’ gamification. Previously, Andrew Bardsley (Learning & Development Specialist) wrote about how gamification can and should be used in human learning. At Cloudreach we employ humans, so that seemed like a good place to start. Yu-kai’s framework lays out eight core drivers for motivation and our Flourishing Leaders Programme will link to each of these drivers:
1. Epic Meaning
When the person taking part is doing something greater than her- or himself or was ‘chosen’ to take action. Flourishing leaders are not forced to participate in the programme. Rather, interested individuals are required to apply to the programme with the intention that they will gain knowledge they can then implement in their roles and teams.
We need to set tangible goals in order to make progress, develop skills and overcome challenges. Upon completion of the Flourishing Leaders Programme our accomplished leaders will become recognised members of the CMI.
3. Empowerment & Creativity
As humans we want the ability to be creative and to get feedback on our creativity. Did you ever play the Sims? Arguably, the best part was building the house. Not being constrained to a pre-built house meant you could make this stage last for ages. Likewise, the Flourishing Leaders Programme is built upon elements of self-driven, creative project work.
This one is quite self-explanatory. If you own something, you innately want to make what you own better, and then move on to own even more. This is the driver that motivates those with hobbies like coin collecting, for instance. How will we provide a sense of ownership in Flourishing Leaders? The programme is self driven. The time it takes to complete will vary on the level of commitment that the leader puts into it. The more time you commit, the more modules you complete. Participants are in complete ownership of their personal progression throughout the programme.
5. Social Influence & Relatedness
We see many companies that are optimising their online social strategies, as it’s now apparent that motivators include: acceptance, competition, envy and social responses (how many likes can this blog post get?!). Studies have shown that if people see a colleague excelling, they can be driven to reach the same level − something we aim to create with our Flourishing Leaders Programme.
People are driven by wanting something they can’t have. This will be replicated in the Flourishing Leaders Programme by limiting the number of leaders in an intake group. If the programme is open to everyone, it loses exclusivity and its messaging subsequently becomes diluted. We are heavily invested in developing our talent and we want those in whom we’re investing to be motivated to complete the programme.
When we don’t know what is going to happen next, we are more engaged in a situation. Our brains keep thinking “What’s next?” This could be the reason we spend so much time watching series after series of programmes on Netflix. Although the general overview of our Leadership Programme has been shared, the leaders taking part do not know the exact details of the assignments.
Humans are innately driven to avoid negative consequences. In practice, this means there must be consequences for people not completing elements of the Flourishing Leaders Programme. These expectations are communicated to participating leaders at the beginning, and the consequence for avoiding work is removal from the programme.