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Identifying, Selecting And Developing High Potential Leaders Lessons From The Field


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Todd Harris, Ph.D., director of research for PI Worldwide shares some of the key elements required to identify and more importantly, develop high-potential leaders

Todd Harris, Ph.D., director of research for PI Worldwide shares some of the key elements required to identify and more importantly, develop high-potential leaders

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  • That completes our review of fourth quarter and full year 2006 results I would now like to turn your attention to our Investor Day presentations…..
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    • 1. Identifying, Selecting and Developing High-Potential Leaders: Lessons from the Field Todd Harris, Ph.D. - PI Worldwide Teddi Reilly – Cymer, Inc. Susan Wombacher - DirecTV © 2009 Praendex Incorporated. All rights reserved.
    • 2. Today’s Discussion Questions
      • How are global companies currently identifying top leadership talent?
      • What processes do these companies have in place to select and develop their future leaders?
      • What practices have a demonstrable impact on accelerating the readiness of future leaders?
      • What are some common mistakes to avoid?
      • Closing Thoughts and Q & A.
    • 3. The Current Leadership Landscape
      • The new leadership “cocktail” – urgency, uncertainty, and high stakes.
      • The “patient” has survived – but how do we help him adapt and thrive?
      • “ We are basing our leadership models and decisions on those who can adaptively lead in a permanent state of crisis.”
      • A shortage of “ready-now” leaders who can manage a P&L, lead through a crisis, manage new acquisitions and markets, etc.
      • Strike the right balance between the execution of today and the adaptation of tomorrow.
    • 4. Core System Elements
      • Owned by the CEO and his/her executive team.
      • Integrated.
      • Transparent.
      • Simple.
      • Measurable.
      • Talent owned by the whole company, not divisions or functions.
    • 5. Talent Identification
      • A “portfolio” strategy. Where are the mission-critical roles of today and tomorrow?
      • Driven by business strategy and growth targets.
      • Not always the roles and levels you might think.
      • Hitting a “moving target” – executive role demands are not static.
      • “ Development cocoons.”
    • 6. Talent Selection
      • Definitive, well-understood criteria.
      • Current performance and likelihood of future success.
      • Multidimensional: A balance of operations, revenue, people and ethics.
      • Rigorous, formal, data-based assessment.
      • The “few” versus the “many.”
    • 7. Talent Development
      • Developmental “GPS” systems.
      • A variety of experiences – and what you’ll take away from each one.
      • Cross-validation: Do the developmental experiences that we THINK accelerate leadership performance in fact do so?
      • Multi-modal, multi-level learning.
    • 8.
      • Thank you!
      • Questions? [email_address] | @piworldwide
      • More Information: