1. Developing Rising Talent
HIPO Development
Presented by Maurizio Morselli

2. Development Of HIPOs is a Strategic Priority.
TO:
build strong leadership bench
enhance capability to deliver on future strategy
enable accelerated career progression of rising
talent (HI P0tentials)
HIPO Development

3. Who is a HIPO?: One Co’s DefinitionHIPO Development
Performing below target
in current job but has
potential for 2 levels or
higher advancement.
(May be new in position)
Performing or above
target in current job
but has potential for
2 levels or higher
advancement
Outstanding
performance way above
target for current job and
has potential for at least
2 levels or higher
advancement.
Performing below
target for current
job & potential for
advancement is
low.
Performing at or above
target for current job
but no potential for
advancement to
higher level.
Outstanding performance in
current job but no potential for
advancement to higher Level.
May be considered a Pro in
position or considered and
recognized either internally or
externally as a functional or
technical expert.
High
Long Term
Potential
Low
Current Performance HighLow
Our Target
High
Potentials
(HIPOs)

4. Who is a HIP0? CLC’s Definition
“A high potential employee is someone with the ability,
engagement, and aspiration to rise and succeed in more
senior and more critical positions” *
HIPO Development
Let’s remember that “performance alone
cannot predict an employee’s potential” *
* Corporate Leadership Council, 2005

5. How can HIPOs realize their full
potential?
 Through on-the-job experiences
 Through progressively challenging assignments
 Through Senior Management feedback mechanisms
and
 Through robust external experiential learning
HIPO Development

6. Our Target HIPOs
Senior
HIPOS
Junior
HIPOS
HIPO Development

7. External Learning To Develop Senior HIPOs
 High Potential Leadership
(Wharton School)
 High Impact Leadership
(Columbia U)
 Emerging Leader Program
(Columbia U)
 Leadership Development Program
(Center For Creative Leadership)
 Advanced Leadership Development
(Rutgers Center for Management Development)
 Leadership Training for High Potentials
(NYU Stern’s)
 The Voice Of Leadership
(American Management Association)
 Leadership: Great leaders, Great teams, Great results
(FranklinCovey)
 Situational Leadership II
(Ken Blanchard Companies)
 The Leadership Advantage
(Dale Carnegie)
HIPOS
Senior HIPOS
Junior HIPOS
HIPO Development

8. Senior HIPOS Programs (1)
Program High Potential Leader
( The Wharton School)
High Impact
Leadership
(Columbia U)
Emerging
Leader
(Columbia U)
Leadership
Development
Program (CCL)
Length 6 days 6 days 6 days 5 days
Key
Features
 Build the Leadership
foundation based on your own
strengths and values
 Master strategic business
skills
 Optimize potential and
accelerate career progression
 Make strategic decisions;
lead change; motivate people
 Design your results-driven
action plan
 360 feedback
 1-1 coaching
 Leadership styles
 Group dynamics
 Managerial decision
making
 Managing change &
organizational
performance
 360 feedback
 1-1 Consultation
 Strategy
Formulation
 Organizational
Behavior
 Negotiations
 Conflict
Management
 Problem Solving
 Self-awareness tools
and activities
 Videotaped group
work
 Coaching activity
 Style assessment
 Peer &faculty 1-
1feedback
 Charting progress
and actions
Location Philadelphia, PA NYC NYC NC, CO, CA
Investmt. Tuition 11,500
Materials, Meals, Lodging and
Executive Coaching inclusive
Tuition 10,200
Materials, Meals, Lodging
inclusive
Tuition: 9,450
Materials, Meals,
Lodging inclusive
Tuition: 6,800
Materials Included
HIPO Development

9. Senior HIPOS Programs (2)
Program Advanced Leadership
Development
(Rutgers Center for
Management
Development)
Leadership
Training For HIPOS
(NYU)
The Voice Of
Leadership
(AMA)
Length 5 days 2 days 3 days
Key
Features
 Emotional Intelligence
 Management Styles
 Conflict Resolution
 Derail or Develop?
 360 degree feedback
 Critical Challenges
 Milestones and Pitfalls:
Advice from an Executive
Coach
 Leadership Models
 Leadership and Authority
 Building Effective Teams
 Power , Politics,
Persuasion
 Managing Change
 Leadership
Communication
 Inspiring action and
producing results
 Influencing and inspiring
 Setting direction
 Coaching,
counseling, mentoring
 Defusing tension
Location NJ NYC NYC & other locations
Investmt. Tuition 3,500
Materials Include
Tuition 2,500
Materials Included
Tuition 2, 445
Materials Included
HIPO Development

10. Senior HIPOS Programs (3)
Program Leadership: Great
leaders, great teams,
great results
(Franklin Covey)
Situational Leadership II
(The Ken Blanchard
Companies)
The Leadership
Advantage
(Dale Carnegie
Training)
Length 3 days 2 days 3 days
Key
Features
 Ineffectiveness of old
school leadership
 Building trust
 Aligning systems that
drive success
 Creating the team-
organization strategic link
 The Leadership contract
 Diagnosing Self and Team
 Adaptive Communication
model
 The Flexible Leader (goal
setting, coaching, problem
solving)
 Accountability
 Leader Action Profile
 Creating a Vision
 Strategy
 Intelligent Risk-Taking
 Influencing
 Team Leadership
 Empowering Others
 Recognition
 Performance Standards
& Accountability
Location NYC & other locations NYC & other locations Rest of ‘09 :CO, MI, ILL
Investmt. Tuition 1,895
Materials Included
Tuition 1, 895
Materials Included
Tuition 1,895
Materials Included
HIPO Development

11. External Learning To Develop Junior HIPOs
 Improving Your Managerial Effectiveness
(AMA)
 Moving from Operational
Manager to Strategic Thinker
(AMA)
 Foundations Of Leadership
(CCL)
 Leadership Training For Managers
(Dale Carnegie)
 Disney’s Approach to Leadership
Excellence
(Disney Institute)
HIPOS
Senior HIPOS
Junior HIPOS
HIPO Development

12. Junior HIPOS Programs(1)
Program Foundations Of Leadership
(CCL)
Improving Your Managerial
Effectiveness
(AMA)
Moving from
Operational Manager
to Strategic Thinker
(AMA)
Duration 3 days 3 days 3 days
Key Features Multi-rater assessment
 Influence (videotaped exercise)
 Derailment
 Navigating relationships;
conflict; interpersonal needs
 One-on-one w/ coach
 Peer feedback
 Individual goal development
 Behavioral Profile Matrix
 Managing Teams
 Moving from Boss To Coach
 Transformational coaching
 Managing Conflict
 Managing Motivation and
Growth
 Operational and Strategic
skills
 Strategic thinking, SWOT
and operational reality
 Encouraging Innovation
 ID key strengths and
weaknesses of your work
group
 Persuasion and
influencing
Location NC, CO, CA NYC (& other locations) NYC(& other locations)
Investment Tuition: 3,700
Materials Included
Tuition: 2,195
Materials Included
Tuition: 2,095
Materials Included
HIPO Development

13. Junior HIPOS Programs(2)
Program Disney’s Approach To Leadership
Excellence
(Disney Institute)
Leadership training For Managers
(Dale Carnegie)
Duration 4 days Meets 7 consecutive afternoons (i.e. every
Monday; 5:30-8:30pm)
Key Features  Vision, Creativity and Communication
 Leadership Values and Strategies
 Change, Active Partnering and Team
Success
 Implementing Change (personal and
organizational)
 Commitment and Challenge to Make a
Dramatic Leap
 Developing a Vision
 Developing Strategy
 Risk Taking
 Influencing Skills
 Gaining Cooperation
 Leading a Team
 Empowering Others
 Performance Management
Location Various Disney Locations Locations Vary ( for ’09 only AZ)
Investment Tuition: 3,995
Materials Included
Tuition: 1,595
Materials Included
HIPO Development

14. Another Approach to Consider:
HIPO Development via a Company customized program*
Sunday
Welcome/Intros
Expectations
Monday
Leadership
Tuesday
Getting Your
people on the
bus
Wednesday
Focus and
Discipline
Thursday
Innovation and
Creativity
Self-Assessment
Debrief (sent as
assignment)
Co.-specific Business
Simulation
Engaging the
hearts and minds
of your staff
Creating a culture of
Discipline and
Delivery
Innovation and
Creativity workshop
On Becoming/Being a
Leader
Coaching for
Success
Lean Thinking
Simulation
(6 Sigma?)
Closing Activity
Team activity &
learning
Evening:
Challenge
Assignment
Facilitating intergroup
communication
Evening:
Strategy
Evening: Personal
Development
Planning
HIPO Development
* This is only a generic example; program content can be adjusted based on target HIPO Group

15. HIPO Development
Pros and Cons of External and Custom Approaches
EXTERNAL
PROS
 Readily Available
 Mingle and network outside
your industry
 Proven Faculty/University
Resources
CONS
 Can be costly
 Some are out of town
 Sometimes not with peers
INTERNAL/CUSTOM
PROS
 Very Specific to JDRF
 Be with own peers/colleagues
 Could Save by using in-house
facility (although not recommended)
CONS
 Limited exposure to outside peers
 Can take long to develop
 Must find proven faculty

16. PLANNING
(For discussion purposes)
HIPO Development
Assessment/Review
Acting On
Development
Actions
Organizational
Risk
Assessment
Communication
 Does Exec. Team
agree with names on
current potential/
performance matrix?
 Can each exec.
Make a valid business
case for each HiPO?
 Are there departure
risks we need to act on
immediately
 Do we know the
“Talent-Gaps” within the VP?
 Do we understand
potential “derailment factors”?
 Have we assessed the
critical business processes
that would be interrupted
if a position were left vacant?
 Messaging to
HiPOS
(balancing
recognition, to
create excitement
and retention,
without over
promising)
 Decide on best
way to position to
all (HIPOS &
Organization)
 We have identified some
potential external programs;
Decide on most valuable
content for our HIPOS
 What type of development
actions are we prepared to
support (Pre and Post
learning event? i.e. leadership
by example)

17. High Potential Candidate Criteria:1a
(1a,b,c+2)
1a. Exhibits exceptional career potential through:
 • Demonstrated superior (best-in-class) leadership traits
 • Enacted substantial improvements in area of responsibility.
 • Demonstrated rapid learning and superior performance in new
assignments.
 • Exercised initiative by acting on own to isolate and solve problems
without directions to do so.
 • Self-imposed actions to learn more about positions other than his or
her own.
HIPO Development
Rate each of the HIPO Candidate Criteria using the following scale:
0 = No observations 1 = Little demonstration of this attribute; 2 = Moderate demonstration; 3 = Significant demonstration
Specific , observed examples from candidate’s work history:________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________

18. High Potential Candidate Criteria:1b
(1a,b,c+2)
1b. Exhibits exceptional career potential through:
 • Demonstrated desire to accomplish tasks ahead of his or her own
personal interests.
 • Exhibited strong interpersonal skills.
 • Demonstrated quality of mind and persistence to do root cause
analysis of complex situations.
 • Demonstrated more than usual understanding in relating own position
and function to that of the total organization and its interaction with other
functions.
HIPO Development
Rate each of the HIPO Candidate Criteria using the following scale:
0 = No observations 1 = Little demonstration of this attribute; 2 = Moderate demonstration; 3 = Significant demonstration
Specific , observed examples from candidate’s work history:________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________

19. 1c. Exhibits exceptional career potential through:
 • Exhibited drive, initiative and assertiveness where required and
appropriate.
 • Strong goal orientation and organizational commitment.
 • Demonstrated openness to learning from new experience, AND
 – Demonstrated ability to receive constructive feedback or coaching
with an openness to change AND
 – Demonstrated ability to change own behavior in response to
feedback or coaching.
HIPO Development
High Potential Candidate Criteria:1c
(1a,b,c+2)
Rate each of the HIPO Candidate Criteria using the following scale:
0 = No observations 1 = Little demonstration of this attribute; 2 = Moderate demonstration; 3 = Significant demonstration
Specific , observed examples from candidate’s work history:________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________

20. High Potential Candidate Criteria : 2
(1a,b,c+2)
2. Must possess a performance appraisal rating of OUTSTANDING
for the past two years.
HIPO Development

21. Developing Rising
Talent
HIPO Development
Presented by Maurizio Morselli