Shanghai Presentation And Handout Template

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Career development systems and processes.

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Shanghai Presentation And Handout Template

  1. 1. Guiding Eagles Introducing Bob Selden Author and Specialist in Leadership Development Methodologies “ Grooming Local Leaders – the succession imperative. What does it take and how do we ensure success?” © HRworkbench Pty Ltd
  2. 2. Growing Local Leaders <ul><li>The pitfalls. </li></ul><ul><li>What does “Leadership” mean in the corporate context? </li></ul><ul><li>The corporate approach to leadership development. </li></ul><ul><li>Ensuring success. Two case studies. </li></ul>
  3. 3. <ul><li>Succession Planning: </li></ul><ul><li>Make assumptions without consulting participants </li></ul><ul><li>Being too structured and directed </li></ul><ul><li>Leadership Development: </li></ul><ul><li>Event based </li></ul><ul><li>No clear purpose or defined outcomes </li></ul><ul><li>Poor distinction between management & leadership </li></ul>The Pitfalls. What to avoid. Ignoring the culture
  4. 4. Leadership v’s Management? <ul><li>Leadership is different from and distinct to, management - it does not occur as part of a formal management role or position. </li></ul><ul><li>Leadership is contextual and therefore has to do with outputs (what the leader achieves) as much as what the leader is or does (inputs). </li></ul>What is management development ?
  5. 5. The Leadership Conditions? <ul><li>Have a shared understanding of the environment </li></ul><ul><li>Have a shared sense of direction </li></ul><ul><li>Have a shared set of organisational values and a feeling of “team” </li></ul><ul><li>Have a shared feeling of power </li></ul>The leader needs to create the conditions where people are prepared to follow him/her. Followers need to:
  6. 6. <ul><li>Research shows that managers: </li></ul><ul><li>who seek and get regular feedback from others are among the better performing managers </li></ul><ul><li>who are accurately aware of their strengths and weaknesses are better leaders. </li></ul>Leadership v’s Management. Why the distinction?
  7. 7. <ul><li>Developing individual talent : </li></ul><ul><li>Technical skill and knowledge requirements </li></ul><ul><li>Management skill and knowledge requirements </li></ul><ul><li>Leadership competency </li></ul>The corporate approach to Leadership Development A cadre of leaders and a leadership cadre!
  8. 8. The corporate approach to Leadership Development A cadre of leaders and a leadership cadre! <ul><li>Developing group commitment : </li></ul><ul><li>Core values </li></ul><ul><li>Individual, group and team alignment </li></ul>
  9. 9. Ensuring success: Case study 1 <ul><li>Large regional bank. The challenge? </li></ul><ul><li>How to take a strategic approach to the development of its top 300 managers. </li></ul><ul><ul><li>Corporate planning </li></ul></ul><ul><ul><li>Individual consultation and planning </li></ul></ul><ul><ul><li>Draft corporate succession plan developed </li></ul></ul><ul><ul><li>Succession plan completed and implemented </li></ul></ul>
  10. 10. <ul><li>Corporate planning: </li></ul><ul><li>Divisional Heads identify 3/4 critical functional/specialist positions. </li></ul><ul><li>List of positions circulated to top team & divisional heads for comment. </li></ul><ul><li>Meeting of top team and divisional heads to: </li></ul><ul><ul><li>Agree 3/4 critical positions for each division and department </li></ul></ul><ul><ul><li>Present and agree on 3 possible candidates for each position </li></ul></ul><ul><li>Draft corporate succession plans commenced: </li></ul><ul><ul><li>Corporate skill gaps identified </li></ul></ul><ul><ul><li>Possible individual skill gaps highlighted </li></ul></ul><ul><li>Strategic HR unit to monitor, assess and regularly report on progress. </li></ul>Ensuring success: Case study 1
  11. 11. <ul><li>Individual consultation and planning: </li></ul><ul><li>Top 300 managers (including high potentials) invited to participate. </li></ul><ul><li>Each person completes a personal and skill profile. </li></ul><ul><li>Initial discussion between participant and his/her manager. </li></ul><ul><li>Following commencement of draft corporate succession plan: </li></ul><ul><li>Top 300 managers meet with their manager to discuss strategic options and agree development needs. </li></ul><ul><li>Strategic HR Unit completes draft succession plan: </li></ul><ul><li>Presents to top team and divisional heads. </li></ul><ul><li>Amends as necessary and implements. </li></ul>Ensuring success: Case study 1
  12. 12. Ensuring success: Case study 2 <ul><li>Australian division of large multinational manufacturing organisation. The challenge? </li></ul><ul><li>How to develop leadership within the top 120 managers. </li></ul>
  13. 13. Ensuring success: Case study 2 <ul><li>Teamwork </li></ul><ul><li>Leadership style </li></ul>A 12 month Development Process ©2007 The National Learning Institute 2. Observing and Reflecting <ul><li>First workshop </li></ul>1. Self-perception and 360  Feedback 6. Integrating with day-to-day work <ul><li>Workplace application (team / individual) </li></ul>5. Checking Progress <ul><li>Second workshop </li></ul><ul><li>Review Learning Plan with peers and coach </li></ul>4. Doing <ul><li>Action learning (team / individual) </li></ul><ul><li>Coaching </li></ul>Deciding and Planning <ul><li>Personal </li></ul><ul><li>Learning Plans </li></ul>3.
  14. 14. Ensuring success: Conclusion. <ul><li>Ensure your Succession Plans and Leadership Development Initiatives are organisation specific </li></ul><ul><li>Make sure your development initiatives are processes , not programs </li></ul><ul><li>Develop “ measures of success ” both qualitative and quantitative </li></ul><ul><li>Make sure top management are involved in all the processes </li></ul><ul><li>Communicate both processes and outcomes to all staff </li></ul>

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