They have integrated their people agenda into the business
planning process. For example, they make learning a part of the
performance system by assessing their management team on
the results achieved in supporting the development of their people.
They teach their top executives how to be effective around feedback
and encourage them to do more of it. They spend quality time
with their direct reports to plan their development. They insist on
documenting the impact of these efforts in positively changing
behaviors and improving long-term performance. They recognize
the importance of learning and adaptability to change as competencies
in and of themselves.