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Leadership development point of view 2015

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For decades management thinkers across the world have offered their views on the elements of great leadership. A combination of these experts have been inspirational sources for us when we zoom in on The Implement Angle on great leadership and great leadership development. This point of view shares the highlights of our views on leadership and leadership development.

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Leadership development point of view 2015

  1. 1. Leadership Development v. 2.0 2015 An Implement Point of View
  2. 2. 2 Facts about Leadership Development in Implement Hogan MBTI 6 Styles WholeBrain Situational Leadership Certificates Recent Publications 28 12 8 # of leadership development specialists in Scandinavia: Turnover 2014/15: 64m DKK … and more Collaborations … and more
  3. 3. 3 In brief For decades management thinkers across the world have offered their views on the elements of great leadership. A combination of these experts have been inspirational sources for us when we zoom in on The Implement Angle on great leadership and great leadership development. This point of view shares the highlights of our views on leadership and leadership development: 1. Leadership and leadership development shall mirror the strategic journey of the organisation 2. We are normative about the how and why of good leadership 3. We measure the impact
  4. 4. 4 STRATEGIC LOGIC ECONOMIC LOGIC EXTERNAL FOCUS INTERNAL FOCUS One Company Customer Centric Turnaround Accelerated Growth Change the Game* Strategic transformation calls for a change of leadership focus  Organisations are typically undergoing one or more of five strategic transformation journeys  Any strategic transformation calls for a change of leadership focus, which may require accelerated leadership development  Leadership development need to support and strengthen the strategic transformation journey of the organization “Strategic transformation”: Albertsen, Kirkegaard and Leifelt, 2012
  5. 5. 5 Strategic themes that may trigger leadership development One Company The organization has been growing and developing organically and/or via mergers and acquisitions. There is a need to consolidate the organization and deliver on the internal synergies. It is crucial for management to create a shared vision that makes sense at all levels of the organisation, to break up the organisational silos and create strong horizontal leadership integration in order to make all units and employees work more as one company. 1 Turnaround The organisation has been struggling to deliver the expected results and more serious measures need to be taken in order to secure the long term survival of the organisation. Leaders must show consequence and “hard empathy” in the way their performance manage their unit. Tough decision making and rapid execution of decisions must prevail and leaders will need to re-create the engagement at all levels. 2 Customer Centric The organisation has failed to focus on the marked and the customers and has become out of sync with their customer needs, thus loosing market-share to the competitors. The task for leaders in the organisation is to build passion for the customers and direct strict focus on customer satisfaction. Dedication to product quality and customer service is crucial. 3 Accelerated Growth The organisation has an unexploited product or market potential and need to put measures and strategies in place that will secure the expected growth before competitors catch up. Leading organisations towards accelerated growth requires leaders who knows how to set motivating and stretched targets, conduct pace-setting leadership and constantly keep their eyes on the market development. 4 Change the Game The organisation is facing technological or legislative changes that will transform their industry and it is time for the organisation to explore new ideas and perhaps to re-invent it’s business model. This situation calls for leaders that are courageous and passionate about finding a new path. Leaders need to drive innovation and ensure a shift of mindset and culture towards the new business model. 5
  6. 6. 6 One Company Leadership capabilities:  Communication of the shared vision  Integration vs diversification  Collaborative leadership (compromising)  Changing old habits  Cultivate constructive differences  Alignment and implementation of common systems and tools Typical Pains:  Cultural tyranny  Unrealizable potential of synergy  Us vs. them culture  Information chaos Reference cases:
  7. 7. 7 Turnaround Leadership capabilities:  Prioritization and economic awareness  Balance hope and crisis awareness with short term focus through symbolic actions  Managing lay-offs and cutbacks  Communication and clarity – Handling resistance  Executive management team closer together – strong sense of unity and support within management teams Typical pains  Hesitation on difficult decisions  Leaders appear troubled and unapproachable  Marionettes of top-management  Low interest in employee contribution  Talent retention  Silo thinking instead of company Reference cases:
  8. 8. 8 Accelerated Growth Leadership capabilities:  Internationalization - outlook towards new markets  Talent recruitment and development  Cultivate a shared value proposition  Integration of new companies (acquisitions)  Nurture company DNA  Branding Typical Pains:  Diffuse target overview  Excessive focus on numbers  Onboarding new organization  “Kill your darlings” Reference cases:
  9. 9. 9 Customer Centric Leadership capabilities:  Focus on clients’ demands  Awareness of the future needs of the client - and capable of acting proactively.  Client engagement in leadership development  Seeing the business from the clients perspective (outside-in) Typical Pains:  Concerned about own product/service  Unable to develop an effective organization delivering on customer service expectations  Capacity design – aligned with x--- demands  Unable to create LEAN customer service delivery system Reference cases:
  10. 10. 10 Change the Game Leadership capabilities:  Driving innovation  Capability building + development  Cultural agility  Individual ability to acquire new competencies  Flexible thinking Typical Pains  Leaders are unable to challenge and rethink the industry  The organizational culture is not ready for the new challenges  Incentive systems remunerate old behavior Reference cases:
  11. 11. 11 Great leadership is … Customer centric – speaks the voice of the customer Authentic – has personal integrity and engagement Purpose driven – creates meaning through a compelling mission and vision “Gutsy” – shows courage and intelligence to confront inappropriate processes and behavior Collaborative - trust-based balance of employee loyalty and autonomy
  12. 12. 12 Business impact of great leadership development We use the following KPI’s to measure the business impact of leadership development and changes in leadership behavior:  Increased retention-rate (of key people, un-wanted leavers)  Increased employee engagement / satisfaction  Deeper strategic understanding and sense of purpose  Lower average number of sick days  Efficient execution of strategic decisions  Increased speed of change execution  Efficiency measures  Service measures  Quality measures  Traditional financial measures Leadership impact measurement is not an exact scientific discipline, therefore, we have to use our analytical skills and insights from research: “Leadership has been a primary driver of employee engagement for as long as we have studied it. Our studies (…) have shown a clear correlation between high employee engagement and improved financial and operational results.” Global Workforce Study, Towers Watson 2012, p. 9. Learning activity ASSESSMENT 0-7 days before Pre-test ? @ LEARNING  @ 0-14 days after Satisfaction and post-test ? @ IMPLEMENTATION 6 months after Job test ? @ Knowledge Attitude Behavior Knowledge Attitude Satisfaction Knowledge Attitude Behavior WHAT WE MEASURE...
  13. 13. 13 The Implement edge on Leadership development ”Improving business through people” Scandinavian – we are experts on Scandinavian leadership Focus on business - we prefer to talk about your actual business challenges rather than models and theories Impact – we create a measurable impact of leadership behavior Normative – we take pride in having an attitude to leadership behaviours Expertise access – we have 350+ colleagues with deep functional expertise in related areas Change with Impact.

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