People development, meaningful leadership, growth through immersive experience, and legacy building

After 18 years in corporate learning, talent, leadership, and organizational development at SAP, I would often find myself wondering whether the experiences I've had are "less than" because I've done them in a single organization. At a time when it is common to jump companies, I have questioned my decision to stay the course and run the risk of reducing my own perceived value. Recently though, I have critically thought about all of the different things I've led and managed throughout the years, supporting regions, global teams, executives and beyond... 

• Years building and delivering global onboarding programs
• Managing global learning libraries for over 100k people
• Project managing 10+ learning and development programs
• Building and delivering high potential programs and processes
• Aligning diversity, equity, inclusion and social responsibility into leadership & learning
• Designing a global leadership development strategy from first line through executive leadership
• Building net new development portfolios

I can honestly say, I think I understand the methods needed to build and deliver learning and development programs which make a real impact. But, one thing really added to expanding my context... becoming a people leader myself.

To me, leadership that really changes people, not just leadership that manages them, is the thing that can completely change the trajectory of the organization. Developing high potential talent, accelerating future leaders, creating opportunity and visibility, and transforming how people think... that is the real work when it comes to leadership development.

While I've been operating in a single company for the better part of two decades, I believe that working through the ebbs and flows of the business, the geoplitical climate, and helping people who are in hundreds of different functions, has given me more experience than I could have ever hoped for.

The concepts of teaching people different ways of thinking, giving them exposure, helping them navigate ambiguity, and creating environments where they can grow beyond their role creates legacy leadership mindset versus transactional leadership. I believe that people learn best when they are challenged, connected to others, exposed to new perspecives, and trusted with meaningful work. The days of "sit in the classroom and listen" leadership and development are over, even if that was the norm when I started. I am thrilled to take all of the lessons I've learned and apply them toward the future.