MetriVerse's President and founder A.D. Detrick has written a new article on TrainingIndustry.com, "Understanding Efficacy: The Key to Measuring Leadership Development".
"In the last few years, I've had the good fortune to build measurement strategies for leadership development initiatives in a number of large organizations," A.D. explained. "Any measurement strategy requires us to identify the measurable behaviors that will change as a result of our learning efforts. Unfortunately, 'leadership' is very difficult to define as a metric (or as a set of metrics). Leadership is a broad set of attributes and behaviors that shift in importance, based on the situation. It's one of those classic 'I don't know what it is, but I know it when I see it' conundrums. Despite this, we still see regular investment in leadership development. There is an implied belief i their importance; it as our job to help identify their effectiveness."
One of the ways to measure a broadly-defined term was to look back into the research of pioneering social psychologist Albert Bandura, and his study of Social Learning Theory and how observation leads to imitation and modelling. Bandura discovered the theory when working with parents and children, but recent studies have discovered that it applies to leadership, as well. Leadership Self-Efficacy now serves as a potent metric in MetriVerse's leadership development measurement strategies.
Read the article and let us know what you think!
Want to find out more about measuring leadership effectiveness? Contact us today.
MetriVerse is going to be out and about in September, bringing the word to masses about fear-free measurement and the power of business impact. We'd love to see you!
Association for Talent Development, Central Ohio Chapter
When I launched MetriVerse Analytics in 2016, I really had three primary goals:
In recent months, I have noticed a spate of articles (including a few I’ve written) advising L&D and HR departments that the first step in developing a measurement strategy is to define a goal. But as I navigate through the measurement world, I witness – with increasing regularity – that asking “what do I want to measure?” and/or “why do I want to measure it?” are inadequate questions. Because these recommendations come with a faulty assumption; they presume that we know how to define the thing we’re trying to measure.
If you only read one (other) thing today, go read Andrew Oliver’s article on InfoWorld, “With big data, CEOs find garbage in is still garbage out“.
Basically, the article reports that a recent KPMG survey of CEOs says that most don’t trust their organization’s analytics capabilities. Not that they don’t see analytics as important, or recognize the value in the practice; they just don’t believe their organization is doing it well.
Sometimes the biggest changes don’t start out feeling like changes at all.
After considering this move for years, I have finally assembled some of the best minds I know, and I’ve decided to start my own company! After 13 years as “the measurement guy” in larger organizations, I’ve decided to create “the measurement company”: MetriVerse Analytics.
A.D. Detrick is a strategy and measurement consultant, human capital analytics expert, project manager, instructional designer, and trainer. He's also a self-confessed comic book geek and a believer in using humor and humanity to teach complex concepts.