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Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
Heitger Consulting ZFU_Value Driver Leadership
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Heitger Consulting ZFU_Value Driver Leadership

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  • 1. Value Driver: Leadership an Innovative Approach to Strategic Leadership Development ZFU-Conference “Excellence in Talent Management”
  • 2. Agenda 1. Why Strategic Leadership Development 2. An Innovative Approach to Strategic Leadership Development 3. Example 1 - Corporate Case 4. Framework for Development 5. Example 2 - Hidden Champion Case 6. Navigation System for Strategic Leadership Development 7. What‘s the gain 8. Backup Dr. Barbara Heitger www.heitgerconsulting.com 2
  • 3. Higher Speed and Dynamism Old approach leadership development focus solely on individual capabilities New focus on „orchestration“ because of increased complexity and interaction needs -> higher speed
  • 4. Confronting the unexpected and nobody knows what will happen next Dr. Barbara Heitger www.heitgerconsulting.com 4
  • 5. High-reliability organizations, or HROs, share two essential characteristics: They constantly confront the unexpected and operate with remarkable consistency and effectiveness. So it's better for HROs to allow decisions to migrate to frontline expertise rather than to the top of pre-established hierarchies, where positions are often filled for reasons other than experience. Dr. Barbara Heitger www.heitgerconsulting.com 5
  • 6. 1. Why Strategic Leadership Development (1) The Enterprise of the Future & the DNA of Future Leadership IBM Global CEO Study 2008 Dr. Barbara Heitger www.heitgerconsulting.com 6
  • 7. 1. Why Strategic Leadership Development (2) Value driver leadership development BCG/WFPMA Study 2008 Dr. Barbara Heitger www.heitgerconsulting.com 7
  • 8. Agenda 1. Why Strategic Leadership Development 2. An Innovative Approach to Strategic Leadership Development 3. Example 1 - Corporate Case 4. Framework for Development 5. Example 2 - Hidden Champion Case 6. Navigation System for Strategic Leadership Development 7. What‘s the gain 8. Backup Dr. Barbara Heitger www.heitgerconsulting.com 8
  • 9. 2. An Innovative Approach to Strategic Leadership Development (1) Leadership - the Individual Perspective Leadership Pipeline and Leadership throughout the enterprise Leading... self  self awareness, role model, passion, fit for turbulences others  align, challenge, support, assess business & function  general management skills & balance between operative, strategic, innovative perspective; leading managers the enterprise  develop insight, vision & explore opportunities, challenges of globality & conflicting targets Dr. Barbara Heitger www.heitgerconsulting.com 9
  • 10. 2. An Innovative Approach to Strategic Leadership Development (2) Leadership - the System Perspective Leadershipbrand  translate strategy & identity of the firm into „what do we want our leaders & our leadership to stand for“ Leadership of teams & community  integrate decisions & initiatives of leaders/ managers from different levels & functions, cultures - how is overall leadership perceived - inside & outside the company Entrepreneurial capacity  build exploring, innovating, implementing and anchoring leadership Procedures & tools in leadership  supporting implementation of leadership brand Dr. Barbara Heitger www.heitgerconsulting.com 10
  • 11. 2. An Innovative Approach to Strategic Leadership Development (3) Innovative Leadership Development Individual focus • leading self • leading others • leading business & function • leading the enterprise Individual Leadership Development „ILD“ adresses & links System focus • Leadership brand - strategy/ identity • Structures/ procedures / tools • Entrepreneurial capacity • Leadership community/ teams (If completely anchored: leadership culture) Organizational Leadership Development „OLD“ Leadership @ work Dr. Barbara Heitger www.heitgerconsulting.com 11
  • 12. Agenda 1. Why Strategic Leadership Development 2. An Innovative Approach to Strategic Leadership Development 3. Example 1 - Corporate Case 4. Framework for Development 5. Example 2 - Hidden Champion Case 6. Navigation System for Strategic Leadership Development 7. What‘s the gain 8. Backup Dr. Barbara Heitger www.heitgerconsulting.com 12
  • 13. 3. Example 1 - Corporate Case (1) Top-Performer Program Achievement of corporate targets requires systematic identification and development of top performers at various management and employee levels Horizontal and vertical development Success Top Performer Management Program Junior Management Program Self assessment Dr. Barbara Heitger All employees www.heitgerconsulting.com 13
  • 14. 3. Example 1 - Corporate Case (2) Goals of "Top Performer"  To challenge and cultivate the best managers from within the enterprise  To concentrate on business-related development  Flexible deployment of talent across all areas / horizontal and vertical development  Faster filling of vacant positions through development of top successors for key positions  Consistent promotion of close feeling of identity by managers acting in line with the mission and embodying the core values  Incentive to loyalty in times of highest demands on top performers as a result, for example, of staff cuts Dr. Barbara Heitger www.heitgerconsulting.com 14
  • 15. Individual focus system focus 3. Example 1 - Corporate Case (3) Development modules Networking •Kick-off event •Community Day •Work on corporate top strategic challenges •Inside-Outside •Closing event Feedback program •Management appraisal •Optional 360° Feedback •Development discussion with HRD and superior Challenge on-the-job •Deputization •Challenge = particularly challenging task at horizontal level, special project work •Job rotation Dr. Barbara Heitger Skill training •Communication •Change mgmt •Leadership and management •Business upgrades www.heitgerconsulting.com 15
  • 16. 3. Example 1 - Corporate Case (4) Support from board members  Support from board members for following modules:  Selection of candidates  Kick-off event  Community Day, Inside-Outside  Closing event  Partially: mentoring for projects (challenge on-the-job)  Time: total of approx. 0.5 days per board member  Benefits:  Direct contact with middle management  Motivation of participants through increased visibility towards entire board of management  Embodiment of values / role model function / orientation  Acknowledgement of top performers  Making strategy tangible / hands-on  Communication of requirements / expectations to middle management Dr. Barbara Heitger www.heitgerconsulting.com 16
  • 17. 3. Example 1 - Corporate Case (5) Key success factors  Generation of realistic expectations through - focus on the job and - horizontal career approach  All development modules will continue to be developed, tailored to internal customers' requirements.  Clear communication of demands on top performers and superiors  Consistent implementation of development plan  Intermeshing with strategic focus Dr. Barbara Heitger www.heitgerconsulting.com 17
  • 18. Agenda 1. Why Strategic Leadership Development 2. An Innovative Approach to Strategic Leadership Development 3. Example 1 - Corporate Case 4. Framework for Development 5. Example 2 - Hidden Champion Case 6. Navigation System for Strategic Leadership Development 7. What‘s the gain 8. Backup Dr. Barbara Heitger www.heitgerconsulting.com 18
  • 19. 4. Framework for Development (1) Research Question - How does „change & learning“ work When you think about your career as a manager, certain events or episodes probably stand out in your mind – things that led to a lasting change in you as a manager. Please identify 3 key events in your career, things that made a difference in the way you manage now. • • What happened? What did you learn from it (for better or worse)? Copyright CCL Dr. Barbara Heitger www.heitgerconsulting.com 19
  • 20. 4. Framework for Development (2) The Variety of Experience Challenging Assignments Learning from Others • Scope • Values Playing Out • Fix it • Start from Scratch • Role Models • Line to Staff • Projects/ Task Forces Hardships Other Events • Business Failures • Course Work • First & Mistakes • Demotions/ Missed Promotions/ Lousy Jobs • Breaking Out of a Rut • Personal Trauma • Employee Supervisory Experience • Early Work • Purely Personal Performance Problems Copyright CCL Dr. Barbara Heitger www.heitgerconsulting.com 20
  • 21. 4. Framework for Development (3) Players & Ingredients Company System Group Assessment Support Challenge Development Individual Source: Amel Karboul; based on CCL model Dr. Barbara Heitger www.heitgerconsulting.com 21
  • 22. Agenda 1. Why Strategic Leadership Development 2. An Innovative Approach to Strategic Leadership Development 3. Example 1 - Corporate Case 4. Framework for Development 5. Example 2 - Hidden Champion Case 6. Navigation System for Strategic Leadership Development 7. What‘s the gain 8. Backup Dr. Barbara Heitger www.heitgerconsulting.com 22
  • 23. 5. Example 2 - Hidden Champion (1) Strategic Innovation „live“ - New Ideas & new Energy guaranteed Learning Journey to other successful companies to explore ideas to this core question: „We might face dramatic turbulences in market - & technology development being extremely successful for years! How do other companies deal with similar challenges in order to stay market leader for the next 10 years?“ Dr. Barbara Heitger www.heitgerconsulting.com 23
  • 24. 5. Example 2 - Hidden Champion (2) Goals • • • • • • Deepen understanding about prerequisites of successful implementing strategic innovation Get to know tools, processes, programs & leadership initiatives that create innovation, explore & overcome company specific barriers of strategic thinking Challenged from “outside in“ Establish “outside the box thinking“ as leadership attitude Foster entrepreneurial capacity in strategic innovation - get out of “comfort zone“ Align leadership community for innovation need, ideas & initiatives Dr. Barbara Heitger www.heitgerconsulting.com 24
  • 25. 5. Example 2 - Hidden Champion (3) Highlights and Critical Success factors • • • • • • • • Strong Projectmanagement team and board support 3 x 3 x 3 - 3 learning journeys for 3 days to 3 companies and their „world of strategic innovation“ Learning journey with a clear and challenging agenda: exploring - understanding getting ideas/ transferring Organizational self assessment of company - high impact training - challenging facilitation as success factors Systemic and intensive dialogues with visited companies generated deep insights and created future networks inside and outside the company Mixed “travelling teams“ (business unit function/ level/ country) enriched sharing and creating new ideas The international management conference as platform for sharing and prioritizing: Focus on dialogue and “internal market process“(strategic innovation initiatives!) Concept - contract - commitment to strategic innovation initiatives Dr. Barbara Heitger www.heitgerconsulting.com 25
  • 26. 5. Example 2 - Hidden Champion (3) Steps Explore • coreteam • organization diagnosis • careful selection and briefing of firms •develop core question • kickoff for journey teams preparation Understand & generate ideas prioritize and transfer • intensive sharing during journey • visiting outstanding companies • coaching & challenging by external consultants • dialogue integrates ideas and insights • generate initiatives • develop take-home agenda on individual, group and company level the journey Dr. Barbara Heitger the international management conference www.heitgerconsulting.com 26
  • 27. Agenda 1. Why Strategic Leadership Development 2. An Innovative Approach to Strategic Leadership Development 3. Example 1 - Corporate Case 4. Framework for Development 5. Example 2 - Hidden Champion Case 6. Navigation System for Strategic Leadership Development 7. What‘s the gain 8. Backup Dr. Barbara Heitger www.heitgerconsulting.com 27
  • 28. 6. Navigation System for Leadership Development (1) Individual adressed as ... Person Goals General management skills Leading self and others entrepreneurship Leadership and teachable moments ... Function in Leadership Pipeline Programs along levels: Talent/Potential/Transition/Mastery ... Member of Leadership Team and Community differentiate and integrate perspectives: X- level, x functional x -national, x -divisional ... Contributor to "Leadership brand" ("uniqueness“) & entrepreneurial capacity provide and develop core identity and link to corporate development and strategy Dr. Barbara Heitger www.heitgerconsulting.com 28
  • 29. 6. Navigation System for Leadership Development (2) Evaluation of Cases Case Top Performer Program Dr. Barbara Heitger www.heitgerconsulting.com 29
  • 30. 6. Navigation System for Leadership Development (3) Evaluation of Cases Case Learning Journey Dr. Barbara Heitger www.heitgerconsulting.com 30
  • 31. 6. Navigation System for Strategic Leadership Development (4) Leadership @ work Strategy/Identity Leadership Development individual and organizational Management & HRTools/ Instruments State of the Art Leadership Development Dr. Barbara Heitger www.heitgerconsulting.com 31
  • 32. Agenda 1. Why Strategic Leadership Development 2. An Innovative Approach to Strategic Leadership Development 3. Example 1 - Corporate Case 4. Framework for Development 5. Example 2 - Hidden Champion Case 6. Navigation System for Strategic Leadership Development 7. What‘s the gain 8. Backup Dr. Barbara Heitger www.heitgerconsulting.com 32
  • 33. 7. What‘s the gain (1) • focus on leadership brand - what do we as a company want our leadership to be known for? (in relation to our core identity and our strategy) • focus on most powerful levers by optimal mix of individual & organizational leadership development • provide transfer and sustainable implementation specifically by OLD • Leadership & -development as value drivers for corporate success • HR as Strategic Partner Dr. Barbara Heitger www.heitgerconsulting.com 33
  • 34. 7. What‘s the gain - the questions (2) • keep it simple • further develop evaluation & measurement • tailorize! customize! - what‘s the company ready for? Dr. Barbara Heitger www.heitgerconsulting.com 34
  • 35. Agenda 1. Why Strategic Leadership Development 2. An Innovative Approach to Strategic Leadership Development 3. Example 1 - Corporate Case 4. Framework for Development 5. Example 2 - Hidden Champion Case 6. Navigation System for Strategic Leadership Development 7. What‘s the gain 8. Backup Dr. Barbara Heitger www.heitgerconsulting.com 35
  • 36. 8. Backup State of the art Leadership Development in the USA & Europe USA Europe „Hero CEO“ Ambivalent attitude towards senior leadership Open envolment & case studies (business schools) Customized within company Assess - support - callenge  consistency on individual level Action learning  consistency on corporate level, less assessment & challenge Tooldriven & pragmatic approach Tools & theory based One stop seminars Modules/ programes Leadership is an essential topic in politics, non governmental sectors, education, business Leadership is primarily an essential topic in business Dr. Barbara Heitger www.heitgerconsulting.com 36

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