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Your best investment … identifying,            developing and retaining future leaders                           Dr Richar...
Setting the scene ... Organisations face environment of complexity, challenge, competition  They need to be consistent, f...
So what can be done to build leadership?                    “I believe that the capacity that any organisation needs is fo...
How to                    identify                    How to                    develop                    How to         ...
Good performers with a broad viewStarting point is good performance       But good technical people don’t always make goo...
People who can manage themselves and othersPersonal Leadership     Lead by example     Take personal accountability for ...
The actual qualities required for leadership                More widespread than we tend to assume          IQ   +++      ...
But who becomes a leader in practice?     Some personalities seem to do better than others …                   The self c...
As do those who went to the right school!                      Prime Minister                      David Cameron          ...
Organisations should cast the net widely …Look for people who want to make a difference       To do a job which is meanin...
And look for people with the potential to developleadership competencies   Big Picture Competencies   •Thinking strategica...
How to                    identify                    How to                    develop                    How to         ...
Developing leaders... Practice makes perfect                    Planned experience                          Opportunity i...
Practice makes perfect: 2007 Czech Junior Hockey Team                Number   Player             BirthDate     Position   ...
Practice makes perfect: Impact of selection,streaming and differentiated experience                                       ...
Practice makes perfect: 2007 Czech Junior Football Team                    Number   Player           Birthdate     Positio...
Practice makes perfect: DAA Change Network       Major change programme 2005-2012             Little leadership bench str...
DAA Change network outcomes …     Individual Development            Leadership bench strength greatly increased         ...
How to                    identify                    How to                    develop                    How to         ...
Build a high performance culture - a combinationof leadership, performance ethos & commitment!                   Leadershi...
Retaining leaders: build a highperformance and engaging culture          Provides a good case study  Clearly communicate ...
In summary     •           Leadership at all levels is critical for success     •           Invest in building leadership ...
… ensure in the long run you will not face                    problems with leadership succession!©2013 This Is Ltd
Thank you                    Any Questions?©2013 This Is Ltd
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Back-to-Basics 2013: Richard Plenty - Your best investment: Identifying, developing and retaining future leaders

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Back-to-Basics 2013: Richard Plenty - Your best investment: Identifying, developing and retaining future leaders

  1. 1. Your best investment … identifying, developing and retaining future leaders Dr Richard Plenty Managing Director This Is ... Tuesday 16th April 2013 Back to Basics Seminar Talent management and Engagement Espoo, Finland©2013 This Is Ltd
  2. 2. Setting the scene ... Organisations face environment of complexity, challenge, competition They need to be consistent, focused, efficient to survive They need the right people of the right quality to do this but there are o tougher challenges o changing demographics o lean organisations o ineffective development o insufficient investment The need to manage change coherently, rapidly and flexibly requires leadership capacity and capability at all levels o Changing strategic direction o Unexpected crises o Doing things differently
  3. 3. So what can be done to build leadership? “I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed" Margaret J. Wheatley How to identify How to develop How to retain©2013 This Is Ltd
  4. 4. How to identify How to develop How to retain©2013 This Is Ltd
  5. 5. Good performers with a broad viewStarting point is good performance  But good technical people don’t always make good managers  Potential is important as well as performanceAbility to see the big picture  Sense of perspective, see wood for trees, see consequences  Strategic thinking, spotting patterns and linkages  Vision, energy and ambition
  6. 6. People who can manage themselves and othersPersonal Leadership  Lead by example  Take personal accountability for delivering on promisesBuilding and sustaining relationships  Build networks, relationships and partnerships  Importance of empathy
  7. 7. The actual qualities required for leadership More widespread than we tend to assume IQ +++  Bright enough N ---  Conscientious E +/- O ++  Emotional stability A -- C +++ And also  Wanting to make a difference  The confidence to have a go  The support to develop the necessary skills  The experience to be effective©2013 This Is Ltd
  8. 8. But who becomes a leader in practice? Some personalities seem to do better than others …  The self confident  The bold  The strategic  The ambitious  The astute  The vigilant  The persistent  The articulate©2013 This Is Ltd Source: Prof Adrian Furnham
  9. 9. As do those who went to the right school! Prime Minister David Cameron Eton Chancellor of Exchequer George Osborne Eton Mayor of London Boris Johnson Eton Archbishop of Canterbury Justin Welby Eton©2013 This Is Ltd
  10. 10. Organisations should cast the net widely …Look for people who want to make a difference  To do a job which is meaningful, challenging, worthwhile  To have a degree of autonomyLook for those who - compared with ‘average’ employees  Have more need for challenging assignments and targets less need for constant supervision, detailed direction, ‘mollycoddling’  Are more adaptable and flexible less willing to undertake boring predictable and routine work  Are more able to cope with hardships, difficult situations and people less tolerant of organisational and managerial incompetence  Are more focused on opportunities to develop themselvesContinually look fornot noticed, not properlywithin thenot getting development less likely to stay if emerging talent rewarded or organisation
  11. 11. And look for people with the potential to developleadership competencies Big Picture Competencies •Thinking strategically •Maximising business opportunities •Developing a high performance culture Relationship Competencies •Building networks and alliances •Communicating effectively •Leading others Self Competencies •Showing personal leadership •Managing work Source: This Is …
  12. 12. How to identify How to develop How to retain©2013 This Is Ltd
  13. 13. Developing leaders... Practice makes perfect Planned experience  Opportunity is crucial  Progressively challenging roles  Leadership best learnt through practice Structured support  Don’t just leave to sink or swim  Improve self awareness  Value of coaching and mentoring  Formal training to build on experience©2013 This Is Ltd
  14. 14. Practice makes perfect: 2007 Czech Junior Hockey Team Number Player BirthDate Position 1 David Kveton Jan 3 1988 Forward 2 Jiri Suchy Jan 3 1988 Defense 3 Michael Kolarz Jan 12 1987 Defense 4 Jakub Vojta Feb 8 1987 Defense 5 Jakub Kindl Feb 10 1987 Forward 6 Michael Frolik Feb 17 1989 Forward 7 Martin Hanzal Feb 20 1987 Forward 8 Tomas Svoboda Feb 24 1987 Forward 9 Jakub Cerny Mar 5 1987 Forward 10 Tomas Kudelka Mar 10 1987 Defense 11 Jaroslav Barton Mar 26 1987 Defense 12 H.O.Pozivil Apr 22 1987 Defense 13 Daniel Rakos May 25 1987 Forward 14 David Kuchedja Jun 12 1987 Forward 15 Vladimir Sobotka Jul 2 1987 Forward 16 Jakub Kovar Jul19 1988 Netminder 17 Lukas Vantuch Jul 20 1987 Forward 18 Jakub Voarcek Aug 15 1989 Forward 19 Tomas Pospisil Aug 25 1987 Forward 20 Ondrej Pavelec Aug 31 1987 Netminder 21 Tomas Kana Nov 29 1987 Forward 22 Michael Repik Dec 31 1988 Forward Source: Malcolm Gladwell©2013 This Is Ltd
  15. 15. Practice makes perfect: Impact of selection,streaming and differentiated experience Individual B Challenge 3 More opportunities Challenge 2 More experience More intensity Better colleagues Challenge 1 Tougher challenges Initial Higher expectations Streaming More competition More coaching ‘10000 hours’ Individual A
  16. 16. Practice makes perfect: 2007 Czech Junior Football Team Number Player Birthdate Position 1 Marcel Gecov Jan 1 1988 MF 2 Ludek Frydrych Jan 3 1987 GK 3 Petr Janda Jan 5 1987 MF 4 Jakub Dohnalek Jan 12 1988 DF 5 Jakub Mares Jan 26 1987 MF 6 Michal Held Jan 27 1987 DF 7 Merek Strestik Feb 1 1987 FW 8 Jiri Valenta Feb 14 1988 MF 9 Jan Simunek Feb 20 1987 DF 10 Tomas Oklestek Feb 21 1987 DF 11 Lubas Kalouda Feb 21 1987 MF 12 Radek Petr Feb 24 1987 GK 13 Ondrej Mazuch Mar 15 1987 DF 14 Ondrej Kudela Mar 26 1987 MF 15 Marek Suchy Mar 29 1988 DF 16 Martin Fenin Apr 16 1987 FW 17 Tomas Pekhart May 26 1989 FW 18 Lukas Kuban Jun 22 1987 DF 19 Tomas Cihlar Jun 24 1987 DF 20 Tomas Frystak Aug 18 1987 GK 21 Tomas Micola Sep 26 1988 MF©2013 This Is Ltd
  17. 17. Practice makes perfect: DAA Change Network Major change programme 2005-2012  Little leadership bench strength  People ‘languishing’ in technical jobs  Change network 25-40 members  Most middle level of the organisation  Opportunity to develop leadership skills Support given  Sponsored by CEO  Developed soft as well as hard skills  Clear strategic relevant assignments  Individual coaching and support  Structured formal development©2013 This Is Ltd
  18. 18. DAA Change network outcomes … Individual Development  Leadership bench strength greatly increased  3 members have become Directors Organisation Development  Organisation cultural benchmark up 27 percentile points  Passenger satisfaction greatly improved©2013 This Is Ltd
  19. 19. How to identify How to develop How to retain©2013 This Is Ltd
  20. 20. Build a high performance culture - a combinationof leadership, performance ethos & commitment! Leadership Performance Commitment Ethos ORGANISATION EMPLOYER COMPANY STRATEGIC CULTURE LEADERSHIP IMAGE PEOPLE DEPARTMENT EFFICIENCY TEAM WORK MANAGEMENT OWN WORK EMPOWERMENT PREREQUISITES JOB MOTIVATION Source: Corporate Spirit
  21. 21. Retaining leaders: build a highperformance and engaging culture Provides a good case study Clearly communicate vision and values Promote a high performance ethos Provide challenging assignments Give overview of career path options Ensure potential leaders feel valued Give honest feedback on performance Recognise good performance by career progression Be prepared to release people if it doesn’t work out
  22. 22. In summary • Leadership at all levels is critical for success • Invest in building leadership capability and capacity – Cast the net widely – Provide people with challenging opportunities – Give them structured support – Build a high performance organisation culture  You will get immediate results AND©2013 This Is Ltd
  23. 23. … ensure in the long run you will not face problems with leadership succession!©2013 This Is Ltd
  24. 24. Thank you Any Questions?©2013 This Is Ltd

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