Seven Strategic Questions for Talent Development

Seven Strategic Questions for Talent Development and One Tactical Question Copyright © 2009, Greenfield Development Group Virtual Tea Party Friday: August 28, 2009 4pm EDT – 3pm CDT – 2pm MDT – 1pm PDT www.gdg-earth.com

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Strategic and tactical leadership skills - sharpen both edges! TM

Agenda

Virtual introduction with option of social or B2B networking

Agenda

Review of relevant leadership practices:

Seven Strategic Questions for Talent Development and One Tactical Question

Agenda

Highlight one of 36 distinct skills of leadership

Agenda

Social and BTB Networking

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About Us

Strategic and tactical leadership skills - sharpen both edges!

About Us

Strategic and tactical leadership skills - sharpen both edges!

We are a talent development firm specializing in three types of services:

Executive Coaching

Leadership Training

Small Group Facilitation (e.g. Team Building, Succession Planning, etc.)

Agenda

Pursue Three Benefits

Arm yourself with a strategic thinking platform for building greater talent development strategy execution.

Push yourself to take immediate action for getting updated talent development objectives underway.

Carve out an intentional amount of your loaded day to focus on strategic thinking as a singular skill.

Put on your strategic thinking cap Strategic and tactical leadership skills - sharpen both edges! TM

Preview of seven questions: How will talent development…

Provide increased opportunities for high potential (HIPO) employees?

Increase the talent pool of promotable employees?

Encourage the advancement of diverse groups?

Improve employee morale?

Improve retention rates?

Build career paths for people?

Identify “replacement” needs of key positions?

Models

The Leadership Pipeline

Models

Tactical Skills: Levels 1 – 2

Level 1 – Supervisors and Team Leaders

Level 2 – Functional Managers

These are tactical skills (e.g. delegating, coaching, team building, etc.)

Models

Strategic Skills: Levels 3 - 4

Level 3 – Strategy Leaders

Level 4 – Enterprise Leaders

These are strategic skills (e.g. facilitating innovation, mediating values differences, strategy execution, visioning, etc.)

Strategic versus Tactical – Skills

Recognize difference in the kinds of skills that different leaders in the organization must develop and practice.

Again, team leaders and functional managers must have tactical leadership skills as they work directly with employees.

Again, team leaders and functional managers must have tactical leadership skills as they work directly with employees.

Strategy and enterprise leaders - must have more strategic skills as they work broadly across the organization.

Strategic versus Tactical – Views of Talent Development

With this same perspective, there are different views of talent development.

Some views are broader as leaders build a solid strategy for developing leadership bench strength.

Some views are broader as leaders build a solid strategy for developing leadership bench strength.

Other approaches, although clearly necessary, are more tactical or functional.

Strategic versus Tactical – Sample Two Questions

To what extent does our organization need to provide increased opportunities for our high potential (HIPO) leaders?

To what extent does our organization need to provide increased opportunities for our high potential (HIPO) leaders?

Which of our current leaders could best assume responsibilities for branding our new product via social media?

To what extent does our organization need to provide increased opportunities for our high potential (HIPO) leaders? Strategic

Which of our current leaders could best assume responsibilities for branding our new product via social media? Tactical

Keep your strategic thinking cap on… Strategic and tactical leadership skills - sharpen both edges! TM

Seven Strategic Questions – How will talent development…

The 9 Grid Talent Matrix Achieves Achieves with Distinction Inconsistently Achieves Performance Lower Performing Higher Performing Potential Lower Potential Higher Potential Plateaued Growth Potential Highest Potential

HIPOs The 9 Grid Talent Matrix Achieves Achieves with Distinction Inconsistently Achieves Performance Lower Performing Higher Performing Potential Lower Potential Higher Potential Plateaued Growth Potential Highest Potential

Learn more from blog: www.gdg-earth.com/blog

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Developing Talent – The 9 Grid Matrix

Are you feeding your HIPOs?

Increase talent pool

Do you honestly assess three kinds of performers?

Top 20%

Middle 70%

Bottom 10%

Do you honestly assess three kinds of performers?

Top 20%

Middle 70%

Bottom 10%

Or do you tend to view performers more like..

Few at top

90% are average

One, maybe two are near bottom

Regardless, what pools must be developed?

Regardless, what pools must be developed?

Or, do you need to develop specific talent pools by category?

Sales

Technology

Customer Service

Leadership

Advancement of Diverse Groups

Consider three organizational challenges

Disabled

ADAAA effective Jan, 2009

Broadened scope of those who are disabled

Perhaps an organization needs to broaden talent development tactics to recruit and/or promote disabled

Women

An organization discovers there are plenty of females in customer service roles but an insufficient number in technology positions

The potential for disparate impact (not disparate treatment) is problematic

Talent development requires different tactics to adjust this strategy

Over 40

Technology, e-commerce, social media and global economy create substantial learning curves

Are there people over 40 at risk of “skill obsolesce”?

Does the organization invest in greater talent development or more substantial legal counsel, both?

Improve employee morale

Plenty of reasons morale may be problematic

Millennials are looking for advancement

Boomers often want to make contributions

HIPOs won’t tolerate mediocrity

Supervisors and managers may not have skills for motivating and engaging people

Supervisors and managers may not have skills for motivating and engaging people

Strategy and enterprise leaders may not have skills for shaping human side of business

Improve retention rates

Find the parallels between

Morale

HIPOs

Morale

HIPOs

Find the distinctions

Morale

HIPOs

Find the distinctions

CASE STUDY: Become the organization that is so focused on talent and/or leadership development that employees seldom leave because this career benefit is so substantial.

Build career paths

Within function?

Across function?

What certification – either internally or externally?

Find best practices of completely different organizations for career paths (e.g. liberal arts colleges who offer traditional degrees plus one of a kind specializations)

Succession Planning versus Replacement Planning

“ Traditionally, succession planning is equated with replacement planning. Most jobs change to keep pace with ongoing changes in markets, products, business structures, and leadership requirements.

Charan, Drotter & Noel—Authors of The Leadership Pipeline

Succession Planning versus Replacement Planning

“ Traditionally, succession planning is equated with replacement planning. Most jobs change to keep pace with ongoing changes in markets, products, business structures, and leadership requirements.

Anyone attempting to designate a replacement now for a job that might open three years from today will be basing their decision on specifications that will be woefully out of date when the transition takes place.”

Charan, Drotter & Noel—Authors of The Leadership Pipeline

Replacement needs

Maybe your organization does need replacement planning !

Agenda

One Tactical Question

How will you prioritize the seven strategic questions to meet the needs of your organization?

Provide increased opportunities for high potential (HIPO) employees ?

Encourage the advancement of diverse groups ?

Improve employee morale ?

Re-prioritizing the questions

Original List

HIPO employees

Talent pool

Diverse groups

Morale

Retention

Career paths

Replacement

Original List

HIPO employees

Talent pool

Diverse groups

Morale

Retention

Career paths

Replacement

Revision #1

Replacement

Original List

HIPO employees

Talent pool

Diverse groups

Morale

Retention

Career paths

Replacement

Revision #1

Replacement

Career paths

Original List

HIPO employees

Talent pool

Diverse groups

Morale

Retention

Career paths

Replacement

Revision #1

Replacement

Career paths

Retention

Original List

HIPO employees

Talent pool

Diverse groups

Morale

Retention

Career paths

Replacement

Revision #1

Replacement

Career paths

Retention

Morale

Original List

HIPO employees

Talent pool

Diverse groups

Morale

Retention

Career paths

Replacement

Revision #1

Replacement

Career paths

Retention

Morale

Diverse groups

Original List

HIPO employees

Talent pool

Diverse groups

Morale

Retention

Career paths

Replacement

Revision #1

Replacement

Career paths

Retention

Morale

Diverse groups

Talent pool

Original List

HIPO employees

Talent pool

Diverse groups

Morale

Retention

Career paths

Replacement

Revision #1

Replacement

Career paths

Retention

Morale

Diverse groups

Talent pool

HIPO employees

Original List

HIPO employees

Talent pool

Diverse groups

Morale

Retention

Career paths

Replacement

Revision #2

HIPO employees

Talent pool

Replacement

Retention

Original List

HIPO employees

Talent pool

Diverse groups

Morale

Retention

Career paths

Replacement

Revision #3

Diverse groups

Morale

Retention

Replacement

Career paths

Talent pool

HIPOs

Practical Application

Determine small group of people who will answer and prioritize the questions

Set a deadline for a final written document answering the questions

Set a deadline for a final written document answering the questions

Create strategy for talent development execution for the organization looking out three to five years

Agenda

Skills for Strategy Leaders (Level 3)

Valuing Unlearned and/or Unfamiliar Knowledge

Creating Functional Strategy

Linking Functional Activities

Establishing Functional Priorities

Facilitating Innovation

Clarifying Expectations from Next Level Up

Networking

Mediating Values Differences

Rewarding Success

Skills for Strategy Leaders (Level 3)

Creating Functional Strategy

Linking Functional Activities

Establishing Functional Priorities

Facilitating Innovation

Clarifying Expectations from Next Level Up

Networking

Mediating Values Differences

Rewarding Success

Consider an HR manager assigned or promoted to broader strategy leader role

Cannot become expert at information, marketing, sales and engineering

Plus must let go of some things learned

Plus must learn to rely upon functional expertise of others, yet be expert enough to lead

Let’s Get Back to Work!

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Seven Strategic Questions for Talent Development

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