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Developing Your Leadership Pipeline - Succession Planning Framework
 

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    Developing Your Leadership Pipeline - Succession Planning Framework Developing Your Leadership Pipeline - Succession Planning Framework Presentation Transcript

    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 1 Prof Sattar Bawany CEO, Centre for Executive Education (CEE) C-Suite Executive Coach, EDA Asia Pacific Monday, 29 July 2013 MIS Executive Club @ Anson Centre DEVELOPING YOUR LEADERSHIP PIPELINE Transforming the Next Generation of Leaders
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 2 Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death. Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed. It doesn’t matter whether you are a tiger or a deer; when the sun comes up, you’d better be running….. Are You a Tiger or a Deer?
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 3 Agenda • Business Case for Succession Planning • High Potentials vs. High Performers • EDA Research on Leadership Development Trends • Strengths and Competency Deficits of Next Generation Leaders • CEE Framework on Developing Leadership Pipeline • Dialogue Session
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 4 About Centre for Executive Education (CEE)  Executive Education  Leadership & High Potential Development  Executive Coaching  Succession Planning  Executive Assessment 4 CEE is also the Affiliate Partner of Executive Development Associates (EDA), a global leader in executive development & coaching since 1982. CEE is the Executive Development Division of IPMA Asia Pacific
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 5  Jim Bolt, Founder of EDA and FrED Forum  Ram Charan, Educator, Author and Consultant to CEOs  Jim Kouzes, Best-selling Author and Dean’s Executive Professor of Leadership, Leavey School of Business, Santa Clara University  Vijay Govindarajan, Professor, Amos Tuck School of Business, Dartmouth College  Ted Hoff, Vice President Learning, IBM  Valerie Norton, VP, Talent Management & Acquisition Broadridge Financial Solutions  Sandy Ogg, Chief Human Resource Officer, Unilever N.V.  Chuck Presbury, Senior Director Leadership Development, McGraw-Hill Company EDA Advisory Board
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php • CEO of Centre for Executive Education (CEE) • C-Suite Master Executive Coach, EDA Asia Pacific • Strategic Advisor, IPMA Asia Pacific • Adjunct Professor of Paris Graduate School of Management • Over 25 years’ in executive coaching, facilitation, leadership development and training. • Adjunct Professor teaching international business and human resource courses with Paris Graduate School of Management • Assumed senior global and regional leadership roles with DBM (Drake Beam & Morin), Mercer Human Resource Consulting, Hay Management Consultants and Forum Corporation. About Your Speaker 6
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 7 Future Leadership Redefined “Leadership is all about the ability to have impact and influence on your followers so as to engage them towards ACHIEVING RESULTS of your organisation through both Ontological Humility and Servant Leadership & Level 5 Leadership Styles blended with elements of Socialised Power/Social Intelligence Competencies ” (Bawany, 2013) Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, first published on 12 February 2013.
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 8 Engaging Talent to Achieve Results • Profitability • ROI • Cost Optimisation • Employee Satisfaction • Employee Loyalty • Company Policies • Rewards and Flexibility • Culture, Espirit De Corps • Leadership Styles • Servant Leadership • Level 5/Ontological Humility Organisational Results Employee/Stakeholder Engagement Organisational Climate Leadership Effectiveness Customer Engagement/Loyalty • Customer Satisfaction • Service Value/ Relationship Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 9 Succession Planning Approach
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 10 “Crisis may be an overused word, but it’s a fair description of the state of leadership in today’s corporations. CEOs are failing sooner and falling harder, leaving their companies in turmoil. At all levels, companies are short on the quantity and quality of leaders they need.” Reference: Ram Charan, “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, 2008 Business Case for Succession Planning
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 11 11 Succession Planning & High Potentials • Succession planning involves the identification of high- potential employees, evaluating and honing their skills and abilities, and preparing them for advancement into positions which are key to the success of business operations and objectives. • Succession planning involves:  Understanding the organization's long-term goals and objectives.  Identifying the high-potential candidates and their respective developmental needs.  Determining workforce trends and predictions.
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 12 Building a Leadership Pipeline – Development of High Potentials
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 13 Who are High Potentials?  High Potentials consistently and significantly outperform their peer groups in a variety of settings.  While achieving these superior levels of performance, they exhibit behaviors that reflect their companies’ culture and values in an exemplary manner.  Show a strong capacity to grow and succeed throughout their careers within an organization – more quickly and effectively than their peer groups do. Reference: Douglas Ready, Jay Conger and Linda Hill, ‘Are You a High Potential? Harvard Business Review, June 2010
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 14  The difference between high-performance employees and high- potential employees is that the high-performance employee are very good at performing their jobs, while the high-potential employees have demonstrated measurable skills and abilities beyond their current jobs.  The real damage is done when the high-performance employee is promoted to a managerial level, is uncomfortable and struggles in their new role, resulting in high levels of stress and anxiety, causing them to quit. High Performers vs. High Potentials
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 15  Studies show employee turnover can cost companies up to 40 percent of their annual profit. That's for the turnover of all employees, regardless of their performance levels.  The financial impact of losing a significant number of high-potential employees (including those Gen X and Y who have been identified as your future leaders) can be exponentially higher. High Performers vs. High Potentials Reference: High-Potential Management Survey, by Corporate Leadership Council released in 2005
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 16 • Next Generation of leaders at all levels demonstrate a high degree of Emotional Intelligence in their role • Emotionally intelligent leaders create an environment of positive morale and higher productivity resulted in sustainable employee engagement • Critical EI competencies includes: relationship management; cross cultural communication; effective negotiation and conflict management Reference: Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’., Candid Creation Publishing LLP, September 2010. Download Complimentary e-copy from from: http://www.ipma.com.sg/publications.php Leadership Competencies of Next Generation of Leaders
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 17 Analyzing Trends for Over 20 Years! Research by EDA and Pearson TalentLens Research Report Website: http://www.executivedevelopment.com/product/20112012-trends-in-executive-development EDA Research on Next-Gen Leaders
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 18 Overview of Major Findings 1) Companies are looking for ways to accelerate High Potentials. 2) Companies need leaders that think strategically & inspire. 3) The 70-20-10 Learning Framework is Becoming a Standard. 4) Leader-as-Teacher model is key. 5) Critical Thinking is the Hottest Development Topic.
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 19 Why focus on Next Gen Leaders? • Baby Boomers are retiring. • The vast majority of organizational leaders are Baby Boomers, with the most typical age being 58 years old. • There are 11% fewer Gen Xers than Baby Boomers. • Generation Y (25 and under) will not be management/leadership material for years to come.
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 20 Strengths of the Next Gen Leaders • Ability to prioritize a multitude of important demands on their time • Ability to delivery results/results oriented • A high integrity mind-set • Understanding of the technical side of the business and the products and services
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 21 Competency Gaps of Next- Generation Leaders
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 22 OD Interventions in Accelerating High Potential Development
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 23 Executive Development Approaches Executive Education (classroom/online), Stretch Assignment, Action Learning, Executive Coaching and Mentoring Company Expectations Individual Expectations Transition Readiness Assessment Company Feedback Individual Feedback Gaps Action Plan Gaps Action Plan Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p38-42 Framework for Developing Future Leaders & High Potentials
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 24 If you do tomorrow what you did yesterday Your Future is History…………… If you do tomorrow what we’ve covered today Your Future is Historic!!! Final Thoughts…………
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 2525 Appendix I: Recommended Readings 1) Bawany, S (2013) “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in- singapore, First Published on 12 February 2013 2) Bawany, S. (2010), ‘Leadership That Gets Results’, Human Capital, Vol. 10, Issue 4. 3) Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Candid Creation Publishing LLP, Singapore. E-copy of the Chapter is available as a download from: http://www.ipma.com.sg/publications.php 4) Collins, J. (2001), Good to Great: Why Some Companies Make the Leap... and Others Don't. Harper Business. 5) Goleman, D. (1988) ‘What Makes a Leader’. Harvard Business Review. November–December. 6) Goleman, D. (2000) ‘Leadership That Gets Results’ Harvard Business Review. March–April. 7) Goleman, D., Boyatzis, R., McKee, A. (2002) ‘Primal Leadership: Realizing the Power of Emotional Intelligence’ Boston: Harvard Business School Publishing. 8) Greenleaf, R. K (1982), ‘The Servant as Leader’. Robert K. Greenleaf Center.
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 2626 Appendix II: Recommended Videos 1) Talent Management Summit: Leading and Engaging a Multigenerational Workforce : http://www.youtube.com/watch?v=BiCJ3s7mRSo 2) Managing Gen Y: Interview with Tammy Erickson http://www.youtube.com/watch?v=rDAdaaupMno 3) What Motivates Gen Y and Baby Boomer Talent http://www.youtube.com/watch?v=fVHnug8H1MM 4) TED Talk by Simon Sinek on Inspiring Leadership: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html 5) The Daily Coaching Process by Marshall Goldsmith, Global Executive Coach : http://www.youtube.com/watch?v=G9ElB4RILm0 6) Emotional & Social Intelligence: Interview with Daniel Goleman by Harvard Business School: http://www.youtube.com/watch?v=7Qv0o1oh9f4 7) Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance: http://www.youtube.com/watch?v=jZ6_-WhjT8I 8) Success: Leading with Impact: http://www.youtube.com/watch?v=saEkfYSFRrQ
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 2727 Appendix III: Resource Materials 1) CEE Executive Development: http://ipma.co.uk/news/newsid-38.php 2) CEE Executive Briefing (Learn @ Lunch): http://ipma.co.uk/news/newsid-29.php 3) CEE Leadership Program Directory: http://www.ipma.com.sg/downloads/download.php?file=CEE-IPMA-Asia-Pacific-2013-Executive- Education-Program-Directory.pdf 4) CEE Key Note Presentation Directory: http://www.ipma.com.sg/downloads/download.php?file=CEE-IPMA-Asia-Pacific-2013-Key-note- Executive-Briefing-Series.pdf 5) CEE IPMA Clients’ Testimonials on Facilitation and Coaching: http://ipma.co.uk/news/newsid-testermonial.php 6) CEE Listing of Published Articles on Talent Management and Leadership Effectiveness: http://www.ipma.com.sg/publications.php 7) CEE Past Speaking Engagement Presentations: http://www.ipma.com.sg/speaking-engagements.php
    • Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 28 Prof Sattar Bawany CEO, Centre for Executive Education (CEE) Strategic Advisor, IPMA Asia Pacific C-Suite Executive Coach, EDA Asia Pacific Email: sattar.bawany@ipma.com.sg Website: www.ipma.com.sg/cee.php LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/ipma.singapore Twitter: www.twitter.com/sattarbawany Skype: sattar.bawany Further Dialogue on Social Media