Webinar developing successful_managers_leaders

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Did you know that you are giving an average of 38% of the assets of your company to every manager and leader you place in your organization ? By giving them insights into their own strengths and surfacing self improvement opportunities, you equip them to increase their employee engagement and achieve higher standard of productivity

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Webinar developing successful_managers_leaders

  1. 1. DEVELOPING SUCCESSFUL MANAGERS AND FUTURE LEADERS#DevelopingManagers
  2. 2. TODAY’S PRESENTER HEINTJIE SANTOS Assessment Solution Expert | Director, Profiles Asia Connect with me www.linkedin.com/in/heintjiesantos @Profiles_Asia HS@profiles.com.sg www.profiles.com.sg
  3. 3. What thisis notabout…
  4. 4. What thisis notabout…
  5. 5. What thisis notabout…
  6. 6. AGENDA1 How to create and implement a strategy that increases your leadership ROI.2 How to hire the right leader / manager the first time Identify and develop effective managers / leaders of3 your organization
  7. 7. Creating Value for Our ClientsWe support our clients through the fullemployee life-cycle, helping them identify thebest people for their jobs and then developingthem to their fullest potential. The GLOBAL LEADER in Employee Assessment Solutions
  8. 8. 700 OFFICES WORLDWIDE The GLOBAL LEADER in Employee Assessment &Talent Management Solutions Established in 1991 125 COUNTRIES WORLDWIDE PRESENCE
  9. 9. 50 MILLION USERS 45,000 CLIENTS 33 LANGUAGES50,000,000 MILLION USERS
  10. 10. Diverse Base of Marquee CustomersCustomer Highlights§ 11,000+ Active Customers§ Includes Most Fortune 500 Global Companies
  11. 11. Clients We’ve Served
  12. 12. Why A r e We Here?EVERYBODY in your business is all aboutreducing cost, improving productivity and increasing the bottom-line.
  13. 13. Why A r e We Here?EVERYBODY in your business is all aboutreducing cost, improving productivity and increasing the bottom-line. Nothing Else Matters!
  14. 14. Where do you start ?You start where you spend most MONEY.  
  15. 15. Where do you start ? PEOPLEbut this is the least Financially managed part of business…….  
  16. 16. Avoid recruitingthe wrongPeople! My Gut Feel is she will be do great in this job.
  17. 17. if you get the right people , place them in the right job.. get them to be productive
  18. 18. Identify & retain your bestfolks and develop them to their fullest potentials
  19. 19. WHY IT MATTERS?
  20. 20. In 2012, what leadership development initiatives took place in your organization, what level within the organization?a) Top Level Leadershipb) Mid Level Leadershipc) First Level Leadershipd) All of the Above
  21. 21. We Wait TooLong to TrainOur Leaders - by Jack Zenger posted in Harvard Business Blog
  22. 22. 37% Of SingaporeEmployers Facing Talent Shortage On Talents! - Talent Shortage Survey 2012,Manapower Group
  23. 23. TOP JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING• Sales Rep• Management / Executives• Engineers - Talent Shortage Survey 2012,Manapower Group
  24. 24. REASONS FORDIFFICULTY FILLINGJOBS• 35% Lack of Available candidate• 29% Lack of Skills and Competencies On Talents! - Talent Shortage Survey 2012,Manapower Group
  25. 25. TOP 2 PREDICTOR OF EMPLOYEE TURNOVER 1. Immediate manager is unclear with his or her expectations 2. Poor Job Fit when employees perceive that they dont have opportunities to do what they do best every daySource: Gallup research, including meta-analysis, employee opinion polls, and exit interview studies conducted over the past 30 years
  26. 26. is going to be productive ?How do we know who
  27. 27. FRANK SCHMIDT & JOHN HUNTER “Experts in Productivity and Organizational Psychology” Reported in…85 Years ofResearch
  28. 28. Not all people in all jobs are created equal = not all people are equally productive.
  29. 29. Good leader / manager isthe difference between thesuccess and failure of any enterprise
  30. 30. Good leader / manager isthe difference between thesuccess and failure of any enterprise
  31. 31. Good leader / manager isthe difference between thesuccess and failure of any enterprise
  32. 32. Implications? Unless all your Managers /Leaders aresuperior performers, you are LOSING MONEY unnecessarily?
  33. 33. Implications?Every time you move performance of a manager/leader from Average Superior YOU HAVE A DRAMATIC AND MEASURABLE IMPACT
  34. 34. Get the wr ong people inm anagement po sitions and theente rprise fails. g 38% of the asset of the company. YouIf you are givin to know that they wil l use them well.have
  35. 35. Avoid recruitingthe wrongPeople! My Gut Feel is she will do great in this job.
  36. 36. In this economy, you have to know if you got the right hire the first time
  37. 37. Somebodys going to steal them.
  38. 38. You have to know who they are?What makes them who they are?so when we have to replace them your not doing the…..
  39. 39. SPAGHETTI TEST
  40. 40. Every time we are placing someonein the leadership/managementposition we have to do it …. ON PURPOSE
  41. 41. The Top 3 Criteria of Great Leaders
  42. 42. The Top 3 Criteria of Great Leaders1. Getting results that the shareholders , customer and people expect!
  43. 43. The Top 3 Criteria of Great Leaders1. Getting results that the shareholders , customer and people expect!
  44. 44. The Top 3 Criteria of Great Leaders1. Getting results that the shareholders , customer and people expect!2. Get the results without driving people away.
  45. 45. The Top 3 Criteria of Great Leaders1. Getting results that the shareholders , customer and people expect!2. Get the results without driving people away.
  46. 46. The Top 3 Criteria of Great Leaders1. Getting results that the shareholders , customer and people expect!2. Get the results without driving people away.3. They must have the potential to deal with change should the environment change.  
  47. 47. Strategies to implement ?
  48. 48. Strategies to implement ? Let just hire a few and hope it works out
  49. 49. Strategies to implement ?HOPE Let just hire a few and hope it works out
  50. 50. Strategies to implement ?HOPE Let just hire a few and   hope it works out
  51. 51. Strategies to implement ?HOPE Let just hire a few and   hope it works out
  52. 52. Strategies to implement ?
  53. 53. Strategies to implement ?
  54. 54. Strategies to implement ?What if , I can take all myvery best folks in mycompany who has thePotentials andCompetencies to besuccessful Leadership funnel ON PURPOSE
  55. 55. Leadership strategy thatincreases your Leadership ROI.
  56. 56. start with yourTOP PERFORMERS
  57. 57. 1.RESULTS start with your TOP PERFORMERS
  58. 58. 1. RESULTS start with your TOP PERFORMERS 2.POTENTIALS
  59. 59. 1. RESULTS start with your TOP PERFORMERS 2.POTENTIALS 3.COMPETENCIES
  60. 60. 1.RESULTS RANK THE LEADERS/MANAGERS
  61. 61. 1.RESULTS RANK THE LEADERS/MANAGERS Carefully identify OBJECTIVE measures
  62. 62. 1.RESULTS RANK THE LEADERS/MANAGERS Carefully identify OBJECTIVE measures ü Project Delivered On time, On Budget
  63. 63. 1.RESULTS RANK THE LEADERS/MANAGERS Carefully identify OBJECTIVE measures ü Project Delivered On time, On Budget ü Sales Per Month, Quarter or Annum
  64. 64. 1.RESULTS RANK THE LEADERS/MANAGERS Carefully identify OBJECTIVE measures ü Project Delivered On time, On Budget ü Sales Per Month, Quarter or Annum ü Average Profit Margin Per Account
  65. 65. 1.RESULTS RANK THE LEADERS/MANAGERS Carefully identify OBJECTIVE measures ü Project Delivered On time, On Budget ü Sales Per Month, Quarter or Annum ü Average Profit Margin Per Account ü Team Calls Handled Per Month
  66. 66. 1.RESULTS RANK THE LEADERS/MANAGERS Carefully identify OBJECTIVE measures ü Project Delivered On time, On Budget ü Sales Per Month, Quarter or Annum ü Average Profit Margin Per Account ü Team Calls Handled Per Month ü Units Manufactured Per Month
  67. 67. 1.RESULTS RANK THE LEADERS/MANAGERS Carefully identify OBJECTIVE measures ü Project Delivered On time, On Budget ü Sales Per Month, Quarter or Annum ü Average Profit Margin Per Account ü Team Calls Handled Per Month ü Units Manufactured Per Month ü Supervisors/Managers Rating etc…
  68. 68. 2.POTENTIALS
  69. 69. Every success is 2.POTENTIALS different from one company to the other
  70. 70. 2. We need to askPOTENTIALS 3 Questions?
  71. 71. Can they do theJob
  72. 72. Can they do theJobHow will they dothe Job.
  73. 73. Can they do theJobHow will they dothe Job.Are they motivatedto do the job?
  74. 74. ProfileXT® (PXT) Insights Measures "The Total Person”
  75. 75. Thinking  Style Learning IndexCan the person deal 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Verbal Skill with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability position 1 2 3 4 5 6 7 8 9 10 Numeric Reasoning Behavioral Traits 1 2 3 4 5 6 7 8 9 10 Energy Level 1 2 3 4 5 6 7 8 9 10 Assertiveness 1 2 3 4 5 6 7 8 9 10 Sociability 1 2 3 4 5 6 7 8 9 10 Manageability 1 2 3 4 5 6 7 8 9 10 Attitude 1 2 3 4 5 6 7 8 9 10 Decisiveness 1 2 3 4 5 6 7 8 9 10 Accommodating 1 2 3 4 5 6 7 8 9 10 Independence Objective Judgment 1 2 3 4 5 6 7 8 9 10 Occupa2onal  Interests 1 2 3 4 5 6 7 8 9 10 Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Admin 1 2 3 4 5 6 7 8 9 10 People Service 1 2 3 4 5 6 7 8 9 10 Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative
  76. 76. Thinking  Style Learning IndexCan the person deal 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Verbal Skill with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability position 1 2 3 4 5 6 7 8 9 10 Numeric Reasoning Behavioral Traits 1 2 3 4 5 6 7 8 9 10 Energy Level 1 2 3 4 5 6 7 8 9 10 AssertivenessAre comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability Attitude environment they 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Decisiveness work in Accommodating 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Independence Objective Judgment 1 2 3 4 5 6 7 8 9 10 Occupa2onal  Interests 1 2 3 4 5 6 7 8 9 10 Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Admin 1 2 3 4 5 6 7 8 9 10 People Service 1 2 3 4 5 6 7 8 9 10 Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative
  77. 77. Thinking  Style Learning Index Can the person deal 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Verbal Skill with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability position 1 2 3 4 5 6 7 8 9 10 Numeric Reasoning Behavioral Traits 1 2 3 4 5 6 7 8 9 10 Energy Level 1 2 3 4 5 6 7 8 9 10 AssertivenessAre comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability Attitude environment they 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Decisiveness work in Accommodating 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Independence Objective Judgment 1 2 3 4 5 6 7 8 9 10 Occupa2onal  Interests 1 2 3 4 5 6 7 8 9 10 EnterprisingLove their job and are 1 2 3 4 5 6 7 8 9 10 Financial/Admin motivated to do it 1 2 3 4 5 6 7 8 9 10 People Service 1 2 3 4 5 6 7 8 9 10 Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative
  78. 78. TheJobMatch™Pattern(Success Profile)Shaded areas indicate theJobMatch patternThe JobMatch patterns showrequirements for the job in yourcompany
  79. 79. Good MatchDark areas indicate theJobMatch patternYellow boxes show thecandidate’s scores
  80. 80. QuestionableMatchShaded areas indicate theJobMatch patternYellow boxes show thecandidate’s scores
  81. 81. ProfileXT® (PXT) Insights Having done this, we canshow you - graphically and quantifiably - to what degree current managers/ leaders ,or candidates for recruitment or promotion match that standard.
  82. 82. Considering the costs of developing You simply cannot afford to start with someone who is not likely to succeed.
  83. 83. What is it that these Managers / Leaders who has the Potentials , needs to do to be successful.
  84. 84. What is it that these Managers / Leaders who has the Potentials , needs to do to be successful. 3.COMPETENCIES
  85. 85. People don’t quit jobs…
  86. 86. People don’t quit jobs…They quit people!
  87. 87. People don’t quit jobs… They quit people!…and the people they quit are usually managers!
  88. 88. (1) Communication (2) LeadershipOur research has (3) Adaptabilityshown that theseare key (4) Relationshipscompetencies for (5) Task Managementmanager/leaderssuccess: (6) Production (7) Development of Others (8) Personal Development
  89. 89. CheckPoint 360Competency Feedback System
  90. 90. The 8 Universal Management Competencies and their 18 Skill Sets
  91. 91. The Good News:
  92. 92. The Good News: These are skills!Skills can be trained, changed, acquired, lost, retrained, honed and improved.
  93. 93. The Good News: These are skills!Skills can be trained, changed, acquired, lost, retrained, honed and improved. And, they can be measured!
  94. 94. Checkpoint 360 Insights
  95. 95. Checkpoint 360 Insights
  96. 96. Checkpoint 360 Insights Reports that talks to the Managers for their Individual Development Reports that talks to the Boss for Coaching the Managers
  97. 97. ARE YOU EVER TIRED OF NOT SEEING ANDNOT KNOWING THE RETURN ON INVESTMENT(ROI) ON YOUR TRAINING AND DEVELOPMENT ACTIVITIES
  98. 98. Checkpoint 360 Insights
  99. 99. Checkpoint 360 Insights
  100. 100. Checkpoint 360 Insights
  101. 101. Leadership strategy that increases For every leader/manager in your organization you should ;IDENTIFY KNOW DEVELOP
  102. 102. Leadership strategy that increases For every leader/manager in your organization you should ;IDENTIFY KNOW DEVELOP 1. RESULTS
  103. 103. Leadership strategy that increases For every leader/manager in your organization you should ;IDENTIFY KNOW DEVELOP 1. 2. RESULTS POTENTIALS
  104. 104. Leadership strategy that increases For every leader/manager in your organization you should ;IDENTIFY KNOW DEVELOP 1. 2. 3. RESULTS POTENTIALS COMPETENCIES
  105. 105. Receive a Complementary Critical Leadership Study ! 1 2 3Select a Critical Management/ Assess Leader/Manager! Complementary Leadership Study! Leadership Position! Report designed for Performance Model Sales & Business Development Exec. It’s as easy as, 1, 2, 3!
  106. 106. Critical Leadership Study!Identifies what is really required for success in anyLeadership/Management Position Unique to YourOrganisation – in terms of: (1)Results (2)Potentials (3)Competencies
  107. 107. A Clear Target for Success…...against which people can be graphically andquantifiably compared, has implications for...§ Selection§ Development§ Coaching§ Management§ Succession PlanningReceive a Complementary Leadership/ Management Job Study!
  108. 108. Would you like to receive theComplementary Management / Leadership Critical Job Study? A. YES B. NO C. CONTACT MEHave an immediate need ? Call us at +65 65717031 URL: www.profiles.com.sg
  109. 109. QUESTIONS?
  110. 110. TODAY’S PRESENTER HEINTJIE SANTOS Assessment Solution Expert | Director, Profiles Asia Connect with me www.linkedin.com/in/heintjiesantos @Profiles_Asia HS@profiles.com.sg www.profiles.com.sg
  111. 111. DEVELOPING SUCCESSFUL MANAGERS AND FUTURE LEADERS#DevelopingManagers
  112. 112. Contact can help you develop We Us outstanding leaders/managers in Profiles Assessment Asia (Pte.) Limited your organization! An Authorized Strategic Business Partner of Profiles International 14 , Robinson Road, #08-01A, Far East Finance, Singapore 048545 Here to Get Started Click with a Free Trial and Consultation Email: info@profiles.com.sg Telephone: 65717031 No Upfront Investment, No Obligation, Fax: 63334636 100% Risk Free Website: www.profiles.com.sg CALL US +65 65717031 | EMAIL US info@profiles.com.sg Share , Connect and Follow Uswww.profiles.com.sg©2012 Profiles International, Inc. All rights reserved.

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