1. From Manager to Leader
Richard Dick
HRMATT’s 9th Biennial Conference
Hilton Trinidad & Conference Center
14th May, 2013

2. Agenda
1. About DCC Ltd.
2. Contextual Framework
3. What about Management?
4. The Need for Leadership
5. Strategy and Action
6. Our Approach
7. Closing thoughts

3. AboutDCC
1. 15 year history
2. Clients in 25 countries
3. Training is important but not enough
4. Human Resource & Organization
Development Consultants
5. Fortune 500 clients included
6. Over 75 years collective experience
7. We strive to:
– Be client centered
– Provide strategically focused value- added solutions
– Provide authentic and pleasant client interactions

4. SomeofOurClients…

5. TheContextualFramework
1. Efficiency, effectiveness & flexibility required
2. Greater need/focus on engagement
3. More than technical is needed
4. Left brain focus and development
5. Need to do more with less
6. The problem is execution of the strategy

6. WhatAboutManagement?
1. “Scientific art of getting work done through
people”
2. Leading or going for a walk? - Maxwell
3. Leader must:
Coach
Be a cheerleader
Ensure Performance
Be HR on the line
Sell the vision
Gain buy-in
Lead change

7. TheNeedforLeadership
1. Emotional needs – EQ, motivation
2. Catalyze discretionary effort
3. Faster, better, cheaper
4. Multi-level leadership
5. Link strategy to action
6. Get the wildly important done

8. CEO Failures
"70% of CEO failures were due to poor
execution of good strategies.”
- Fortune Magazine 1999

9. LinkingStrategy toAction

10. On Being Strategic
• Ensure that the organization strategy is executed in
your (or their) corner of the organization
• “Multi-strategic” structure

11. CrucialMatters
1. The buck stops with the leader
2. Leaders are accountable for their departments
or units
3. Leader is decision-maker
4. The department “belongs” to the leader
5. The leader is the first point if engagement
6. The leader is HR on the line
7. The leader is accountable
8. The quality of the organizational experience
which employees have is largely informed by
their leader

12. LevelsofLeadership
1. Leading self
2. Leading others
3. Leading managers
4. Leading the function
5. Leading the organization

13. LeadershipDevelopment
Leaders born and made
Promoted based on technical expertise
Need to develop leaders at all levels
Impacts speed and business continuity

14. OurApproach
Step 1: Get the right support (executive)
Step 2: Need Understanding
Step 3: Benchmark Assessment
Step 4: Learning & Development Content
Step 5: Learning & Development Process
Step 6: Evaluation & Measurement
Step 7: Organizational Support
Step 8: Refine Approach/Process
Need
Understanding
Benchmark
Assessment
L & D
Content
L & D Process
Evaluation &
Measurement
Organizational
Support

15. 1. Major initiative
2. Requires time and money
3. OD intervention that requires modeling
4. Not for the short-term
5. You need executive support
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
15

16. NeedUnderstanding
1. Establish Leadership Competencies
Technical, Behavioural
Values, strategy
Best Practices
2. Assess Current State
E.g. - Communication skills, EQ, Leading Change
Staff surveys
Performance Management system
360
Exit Interviews
3. Establish Leadership gaps

17. Moreon Assessment
1. Gauge current state of group or
individual
2. Should be a rigorous system of
assessment
3. A variety of methods available:
• Assessment centers
• Online
• Cases
• Etc.

18. DevelopmentContent&Approach
1. Properly Researched
2. Modern
3. Aligned to needs
4. User-friendly
5. Attractive
6. Multi-style
7. Learning at work and by doing

19. Must-HaveContent
Self as a Leadership Tool
Emotional Intelligence (assessment useful)
Personality Understanding (assessment useful)
Personal vision
Self-Mastery

20. Learning& DevelopmentProcess
1. Agree on outcomes (with manager, HR)
2. Learning takes place – learning community
• Mix of delivery styles
• Practical & relevant
• Practice in learning community
3. Coaching & mentoring are useful
4. Practice at work
5. Assess success or failure
6. Be accountable to learning community
7. Repeat 2 – 6
8. Discuss with manager
9. Develop ongoing plan

21. Evaluation&Measurement
1. Reaction – how participants react and are
initially satisfied with the training
2. Learning – the extent to which participants
change attitudes, improve knowledge and skill
as a result of the process
3. Behaviour – the extent to which participants
changed behaviour as a result of training.
4. Results – to what extent are the objectives and
deliverables (previously set with manager)
being accomplished?

22. OrganizationalSupport
1. Participants need opportunities and latitude to
practice
2. Succession planning and retention of positions
3. Support from their line manager: includes
follow-up and coaching
4. Ongoing measurement of “results”
5. Align to performance management process

23. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 23
1. Examine where you are now in terms of
leadership
2. Start a conversation in the executive offices –
is there concern?
3. Ask for help

24. Contact Info
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 24
Office Phone: 1868-672-1465
Mobile: 1868-299-9537
E-mail: richard@dccintl.com
Website: www.ddccintl.com
LinkedIn: Richard Dick