9. How to Develop Leaders Audi Ou 2005 Source:Corporate Leadership Council Research Creating Leadership Development Plan Importance Score Interacting with Peers Meeting with an Executive Coach Feedback Meeting with a Mentor Amount of Decision-Making Authority Turning Around a Struggling Business Working in New Functional Areas Working in Foreign Countries Working in New Lines of Business Launching New Businesses Number of Direct Reports People Management Skills Courses Off-Site Seminars in Business Skills Technical Skills Courses Business Skills Courses Quality of Direct Reports Feedback and Relationship Programs Average =6.7 Experience-Based Programs Average =5.9 Education-Based Programs Average =4.9 Distribution of Importance Sources for Development Programs Feedback and Relationship Strategies Most Important for Developing Leaders
16. Color Coded Organization Chart ~ Sample ~ Audi Ou 2005 A = Green B = Blue C = Red No rating yet = Black Purpose is to introduce the Top Mgt team in a Org. chart showing responsibilities (job function) and relative strength of team members (performance)
17. Audi Ou 2005 II. Succession Planning (1) READINESS CODE Q –Ready Now- Q1 , Q2 , Q3... –Estimated time to Promote in years Time in position Incumbent Successor Successor Successor Bio Page X x x x ( 1 ) X X ( 1 ) x x x ( 1 ) X ( 1 ) ( 1 ) X x x x ( 1 ) X X ( 1 ) x x x ( 1 ) X ( 1 )
26. Audi Ou 2005 IV. Leadership Review Talent Source & Development Path/Timing
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28. Audi Ou 2005 VI. LDR BIO/PROFILE Now 3+ 2-3 1-2 Now 3+ 2-3 1-2 Name: Division: Business Unit: Photograph: Location: EEO Status: Gender: Title: Grade: Date of Birth: Date of Hire: Languages: UTC Experience: Development Needs: Successor for Current Position: Successor for these Key Positions: Development Strengths: Experience prior to UTC: Education:
34. The DMS Platform Concept (DMS - D ecision M aking S tandard) Audi Ou 2005 DMS Family Background Academic Studies Risk Exposure Diversity Personal development Professional Experiences External cycles Competencies Add On … Add On … Interest Passion What are your references … What is your decision making process …
43. Change as a Process of Transition Audi Ou 2005 Present State Unfreezing Occurs Transition State Refreezing Occurs Desired State Project or Program Level Ending Beginning Response Zone Personal Level
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46. The Road Less Traveled Audi Ou 2005 沒有人走的路 在黃樹林中，路分岔成兩條 遺憾我不能兩條一齊走 佇立良久，極目遠眺其中之一 直到它沒入草叢 選擇另外一條路 或許以為有個較好的理由 因為野草茂盛，等人踐踏 其實，兩條路都一樣 被踐踏的不相上下 那天早上，兩條路躺在我面前 落葉上，也還未留痕 而今，瞭然於路如何向前延昇 我把第一條路留待來日 卻懷疑自己會重新再走回頭 多年後，我會長嘆一聲 : 兩條路，分岔在樹林中 我選擇沒有人走的一條 而一切不同，從此開始 羅伯．佛洛斯特
I do not have the answer but the tools to formulate an answer … . Differentiate companies as well as people … . Analyse your own profile to identify your added value. No good or bad candidates but too many people are doing jobs that do not fit them Can you stand back and look at yourself in terms of added value to a company , your differentiation What is NEXT that makes sense … ..not the dream of a wealthy CEO. This is like children who all wants to be doctors or teachers … . To many professionals wants to be CEO ’ s What is the next step, the next job, the next function that would lead to the objective.
Ok this is completely coming out of my mind to explain you why you be yourself …… This is to explain you DECISION MAKING PROCESS … ..
