Page 7

Frontiers November 2014 Issue

stronger Boeing Frontiers November 2014 07 revamped the basic BLC courses into transition-focused programs that target new first-level, midlevel and executive leaders. (See story, Page 22.) We’re also re-energizing programs to accelerate leader development and rolling out advanced programs to focus leaders on their role in driving cultural change. This includes leveraging companywide initiatives like Lean+/Capturing the Value of Quality, or CVQ, which ask us to think about what it would look like if we did everything right the first time—and then pursue first-time quality, which leads not only to greater productivity but, even more important, to vastly improved workplace safety and customer satisfaction. The BLC also will keep building employees’ functional expertise and leadership capabilities with refreshed and new Functional Excellence courses. We also are building capabilities to deliver courses not only at the BLC but also at targeted business locations in the U.S. and around the globe. Not everyone wants to be a manager. Why should we all care about leadership development? We need leaders at all levels of the organization—because we want people who make the right decisions for the right reasons, every day. Everyone— from our team members on the factory floor to engineers, Information Technology experts and other office workers—needs to operate with the greatest ethics, integrity and decision-making abilities. Ultimately, any employee can be a capable leader and take advantage of development opportunities—whether he or she is interested in management, a technical career or a different path. Serving as a project or team lead, helping colleagues and taking the initiative to get things done are all examples of leadership. How can I develop my leadership and other skills? The first step is to engage in an honest discussion with your manager to identify your strengths as well as areas that need improvement, and pinpoint opportunities in your daily work to model the Boeing leadership attributes. The majority of development— 70 percent—takes place on the job. That’s why it’s important to take assignments that present new challenges and stretch your skills. Boeing offers many development resources for employees. You can grow through mentoring relationships, whether formal or informal; participate in rotation programs; or explore educational opportunities through Learning, Training and Development’s career-development resources and our Learning Together Program. Ultimately, it’s up to each of us to take ownership of our development paths and use the tools Boeing provides to reach our respective career goals. I encourage all employees to work with their managers to create and execute robust development plans so they—and Boeing—can continue to grow and succeed. n PHOTO: BOB FERGUSON/BOEING


Frontiers November 2014 Issue
To see the actual publication please follow the link above