Leading Frontiers recently discussed Boeing’s leadership developmentThis is the final installment in a three-part series focused onBoeing’s leadership development programs—and how graduatesare using what they’ve learned on the job. into the Where does leadership development happen?road map with Norm Bartlett, vice president, Leadership TalentManagement Organization Effectiveness; Diana Sands, Corporatecontroller; and Marc Allen, president, Boeing China. future challenging ourselves and our teammates. In today’s work environment, everyone from the shopFor every leader, different experiences have different levelsSands:floor to the corporate office finds themselves working with otherswho don’t report to them or their particular group. Yet, they haveto work together to effect change. These are often opportunitiesto learn and demonstrate leadership skills.Allen:of relevance and impact on their growth. That’s why it’s critical weconstantly think about all the different ways we’re exposing and Bartlett: We can teach concepts and clarify expectations, but the actual true development is on the job. It is learning from mistakes, and it’s emulating others who have done well. Describe Boeing’s future leadership pipeline. Allen: Recruiting effectively and hiring right, at every level, are the most important things we all can do to have a positive impact on the leadership pipeline. It’s a serious responsibility for everyone engaged in hiring. They simply have to identify and attract excellence for every position they are filling. Sands: We can’t wait until succession planning to learn we don’t have the right people in place. We need to continually evaluate this and affect it. It starts early, before employees even join Boeing, as we develop relationships with strong candidates. Why is that pipeline critical to our business? Allen: As incredible as our technology is, at the end of the day our business is nothing more than the united combination of all our people and their talents. Nothing is a higher priority than inte learn creative trust expectations passion skills growth at every level. Our market leadership depends on it. working together maintaining a constant inflow of excellent and passionate people Leade 32 BOEING FRONTIERS / NOVEMBER 2012
Frontiers November 2012 Issue
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