How to Develop the Next Generation of Technology Leaders

FULL EVENT DETAILS AND REGISTRATION HERE: http://bit.ly/2qI7YVD

Featuring Guest Speaker: Major General Brett T. Williams

The BIG Questions: What will technology leadership look like in the next 5-10 years? How can organizations empower employees to develop leadership skills for a diverse, multigenerational workforce that will drive responsible innovation (and profits!) in the future?

Topic Overview:

"The Baby Boomers -- those who aren't retiring, at least -- have the benefit of experience. Generation X workers have patiently "waited their turn," and they feel that they should move into leadership positions by virtue of their working their way up. But companies are desperately in need of the technology skills, the flexibility and adaptability of millennials, and that's pushing many of them into leadership roles, which can be really disruptive." -- Dan Schawbel (Partner and research director, Future Workplace and NYT bestselling author of "Promote Yourself")

The very definition of innovation is to disrupt, but when disruption happens in the leadership of organizations that are trying to drive digital transformation, disruption can easily turn into crisis. With our amazing guest speaker, Major General Brett T. Williams, we will explore this hot topic through the lense of Employee Activism and the recent Business Roundtable Letter signed by 181 CEOs pledging to change the purpose of their organizations.

Company leaders across the board in all industries are facing unprecedented challenges at every turn that would've seemed unfathomable just five years ago. And yet, leaders must not only succeed in leading organizations through accelerating technological and social change, they must anticipate how to plan for the future, guide a diverse, multigenerational workforce, and effectively and quickly retrain their entire workforce in lock-step with automated technologies that are deleting and restructing jobs.

But there is no greater challenge for organizations today than transitioning leadership from Baby Boomers to Millennials and training younger generations to be talented leaders who continue to drive innovation and profits, but with social responsibility. According to the Harvard Business Review, the average age for leadership development training is 42 years old. And, according to The Multi-Generational Leadership study, the vast majority of a company’s training budget is spent on formal training programs but what is needed is more informal learning & development, mentoring and coaching and access to self-directed learning. Houston, we have a problem!