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Glf Presentation 2011 Mexico Version (2)

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Reporte del estudio global de Liderazgo 2011

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Glf Presentation 2011 Mexico Version (2)

  1. 1. Welcome Please fill out the Talent Management Check-up (page 13) and the Culture Check-up (page 24) in your handout if you haven’t already The Talent Management Expert
  2. 2. Global Leadership Forecast 2011 The Talent Management Expert
  3. 5. <ul><li>Mocha coconut frappuccino </li></ul><ul><li>Cupcakes </li></ul><ul><li>Lactose free milk </li></ul><ul><li>Extra large drinks </li></ul><ul><li>Via in French roast & Verona </li></ul><ul><li>Electronic delivery of rewards </li></ul><ul><li>Free WiFi </li></ul>
  4. 6. ?
  5. 7. NO!
  6. 8. Leadership Development Effectiveness 34% 2011 29% 2009 33% 2006 HR 48% 2011
  7. 9. ?
  8. 10. NO!
  9. 11. Leadership Quality 37% 2009 38% 2011 25% HR 32% 2011
  10. 12. ?
  11. 13. NO!
  12. 14. 18% Future Bench Strength 18% HR
  13. 15. Leadership Quality Impacts…
  14. 16. Confidence of Future Business Success 4% 66% Low Leadership Quality High Leadership Quality
  15. 17. Retention 24% 70% Low Leadership Quality High Leadership Quality
  16. 18. Engagement 9% 50% Low Leadership Quality High Leadership Quality
  17. 19. The bottom line Financial performance 2.8x Customer satisfaction 4.6x Productivity 4.7x Quality of services 4.4x 52% 13% Low Leadership Quality High Leadership Quality
  18. 20. Passion 7% 53% Low Leadership Quality High Leadership Quality
  19. 21. Performance: Top vs. Average 50% b etter
  20. 22. Cost of Leadership Performance AVERAGE HIGH LOW 1 Leader X 10 Direct Reports X $170,000 Revenue Per EE $1.7 million If the difference between an average leader and top-performing leader is 50% $2.6 million
  21. 23. Time for a ( R )evolution!
  22. 24. About the Global Leadership Forecast 1,897 HR Professionals 12,423 Leaders 2,679 Organizations 74 Countries
  23. 25. Enhanced Business Impact Enhanced People Outcomes Talent Systems & Practices Leadership Development Management Culture
  24. 26. Development Matters Leadership Development Talent Systems & Practices Management Culture
  25. 27. Effective Development = Quality Leadership 13% 62% Low Development Effectiveness High Development Effectiveness
  26. 28. Leadership development: What works today, may not work tomorrow
  27. 29. Top Five Past Critical Skills <ul><li>Driving & managing change </li></ul><ul><li>Executing organizational strategy </li></ul><ul><li>Coaching & developing others </li></ul><ul><li>Making difficult decisions </li></ul><ul><li>Improving employee engagement </li></ul>
  28. 30. Table Activity: What are the top 5 future critical skills?
  29. 31. <ul><li>Driving & managing change </li></ul><ul><li>Identifying/developing future talent </li></ul><ul><li>Fostering creativity & innovation </li></ul><ul><li>Coaching & developing others </li></ul><ul><li>Executing organizational strategy </li></ul>Top Five Future Critical Skills
  30. 32. Top Five Future Critical Skills <ul><li>Driving & managing change </li></ul><ul><li>Identifying/developing future talent </li></ul><ul><li>Fostering creativity & innovation </li></ul><ul><li>Coaching & developing others </li></ul><ul><li>Executing organizational strategy </li></ul>
  31. 33. Top Five Future Critical Skills <ul><li>Identifying/developing future talent </li></ul><ul><li>Driving & managing change </li></ul><ul><li>Coaching & developing others </li></ul><ul><li>Fostering creativity & innovation </li></ul><ul><li>Business/financial acumen </li></ul>
  32. 34. Leadership Skill Effectiveness: 50 / 50 Value Proposition
  33. 35. “ Our CEO coined how we need to think about innovation. He said, ‘ I’d rather be 8 and 2 than 2 and 0 in terms of willingness to try out something new’ ”.
  34. 36. Innovation Important 95% 90% 89% 72% Budget Increases 80% 82% 73% 49% Up The Value Chain Boston Consulting Group 2010
  35. 37. ( R )evolution Point 1 A Leaders Role in Innovation
  36. 38. The Leader’s Role in Innovation Innovation Challenges Culture of Innovation ? Failure to Execute Think Differently Question Assumptions Get Things Done Experiment Team Members Inspire Curiosity Drive Discipline Leader Challenge Current Perspectives Create Freedom
  37. 39. Leadership Development Methods <ul><li>Formal classroom training </li></ul><ul><li>Special projects </li></ul><ul><li>Coaching from your manager </li></ul><ul><li>Moving positions </li></ul><ul><li>Coaching from internal coaches </li></ul><ul><li>Web-based, self-study learning </li></ul><ul><li>Coaching from external coaches </li></ul><ul><li>Virtual classroom </li></ul>
  38. 40. Effectiveness of Development Methods Formal classroom training Special projects or assignments Coaching from your manager Moving positions Coaching from internal coaches Web-based learning Coaching from external coaches Virtual classroom 66 % 63 % 59 % 43 % 37 % 58 % 27 % 36 %
  39. 41. Organizations that have effective programs use more methods. 32% HR
  40. 42. ( R )evolution Point 2 Learning: From Event to Journey
  41. 43. 10 ~ 20 ~ 70 FORMAL COACHING ON-THE-JOB
  42. 44. Learning Mash-Up = Assessments, Targeted Personal Development Focus Formal Learning April-June July-September October-December January-March = Core Curriculum = Action Learning & Ongoing Development Informal Learning, Feedback, and On-the-job Experience = Learning 2.0 components Orientation Kick Off Coaching Action Learning Ongoing Feedback and Support Core Curriculum 3 Building High-Performing Teams Driving Innovation Supporting Leadership Development 2 days Action Learning Action Learning Coaching Coaching <ul><li>Assessment: 360 and personality Inventories </li></ul><ul><li>Prework </li></ul><ul><li>Action Learning Kickoff </li></ul>Development Planning Meetings (DDI Coach, Boss, Mentor) Repeat 360 to Assess Behavior Change Development Planning Meetings (DDI Coach, Boss, Mentor) Job Growth Experiences Manager/Sr. Leader Kick-Off Webinar Leader Blog: What leadership means to participant, how they will use new skills Wikis: Tying leadership skills to business outcomes – how do they link together? Discussion Board: Participants seek feedback from BU leaders on ideas, best practices Core Curriculum 1 Challenges of Transitions Mastering EQ Influencing Courage 3 days Core Curriculum 2 Cultivating Networks & Partnerships Making Change Happen Learning through Transitions 3 days
  43. 45. Reflection
  44. 46. Talent Management Matters Leadership Development Management Culture Talent Systems & Practices
  45. 47. Complete your Talent Management Check-Up
  46. 48. Firing on all cylinders Future Importance Current Effectiveness Leadership Succession 77% Performance Management 77% Leadership Selection 79% 22% 42% 31% 30% 33% 31% Programs & learning for mid-level leaders 76% Programs & learning for senior leaders 74% Programs & learning for frontline leaders 68% HR
  47. 49. Firing on all cylinders: Mexico Mexico Effectiveness Future Importance Global Effectiveness 44 % 65 % 23 % 30 % 30 % 35 % Leadership Succession 77% Performance Management 77% Leadership Selection 79% 22% 42% 31% 30% 33% 31% Programs & learning for mid-level leaders 76% Programs & learning for senior leaders 74% Programs & learning for frontline leaders 68% HR
  48. 50. Development Can’t Fix Everything <ul><li>Low </li></ul><ul><li>Arrogance </li></ul><ul><li>Inquisitive </li></ul><ul><li>Ambitious </li></ul><ul><li>Volatile </li></ul><ul><li>Learning Orientation </li></ul><ul><li>Results Driven </li></ul><ul><li>Moderate </li></ul><ul><li>Risk-taker </li></ul><ul><li>Letting go </li></ul><ul><li>Making sound decisions </li></ul><ul><li>High </li></ul><ul><li>Customer focus </li></ul><ul><li>Developing strong teams </li></ul><ul><li>Executing strategy </li></ul><ul><li>Building future talent </li></ul><ul><li>Communicating with impact </li></ul>Select Develop
  49. 51. 1/3 Use Validated Tools Selection HR
  50. 52. Hiring Failures: 1 in 3 Mexico 29% 25% External Internal Success Failure HR
  51. 53. 81% Tied to corporate goals 69% Balanced between “whats” and “hows” 56% Discussions provide clear direction for development Performance Management
  52. 54. “ It gets worse…. After this I have a performance appraisal.”
  53. 55. A new perspective on performance discussions Atlassian
  54. 56. Succession Rate Bench Strength Strong 18% 18% HR
  55. 58. 64 % of leaders made a leadership transition in the past 5 years 26 % of organizations have effective programs to ensure smooth leadership transitions BUT ONLY 30 %
  56. 59. ( R )evolution Point 3 Get it Right: Identifying Potential
  57. 60. There’s a Difference Performance Potential Readiness
  58. 61. Leadership Potential Identification of High Potentials Growth of High Potentials 50% 39% 44% 37% 2009 2011 HR
  59. 62. Leadership Potential 41% 35% Identification of High Potentials Growth of High Potentials 44% 37% 2011 Global 2011 Mexico HR
  60. 63. Leadership Potential Factors Sources: Howard & Bray; McCall; Hogan & Hogan; Collins S U S T A I N E D P E R F O R M A N C E + <ul><li>Leadership Promise </li></ul><ul><li>Propensity to Lead </li></ul><ul><li>Brings Out the Best in People </li></ul><ul><li>Authenticity </li></ul><ul><li>Balance of Values and Results </li></ul><ul><li>Culture Fit </li></ul><ul><li>Passion for Results </li></ul><ul><li>Personal Development Orientation </li></ul><ul><li>Receptivity to Feedback </li></ul><ul><li>Learning Agility </li></ul><ul><li>Mastery of Complexity </li></ul><ul><li>Adaptability </li></ul><ul><li>Conceptual Thinking </li></ul><ul><li>Navigates Ambiguity </li></ul>
  61. 64. Best Practices 88% 87% 60% 48% 46% 43% Organizations with effective talent management systems Organizations with ineffective talent management systems 19% 19% 13% 8% 3% 3% HR
  62. 65. Table Discussion: If senior leader buy-in is so key, how do you maintain their level of engagement and avoid sr. leader fatigue? OR How do you measure your initiatives to show real business impact?
  63. 66. Reflection
  64. 67. Culture Matters Talent Systems & Practices Leadership Development Management Culture
  65. 68. Complete your Culture Check-Up
  66. 70. “ Right now, your company has 21st century Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles.” Gary Hamel
  67. 72. Management Culture Killers <ul><li>Bureaucracy of management processes </li></ul><ul><li>Values that are not meaningful </li></ul><ul><li>Influence based on position power </li></ul><ul><li>Innovation opportunities for select few </li></ul><ul><li>Decisions are held closely by those in power </li></ul><ul><li>Rigid structure </li></ul><ul><li>Power held by those who value status quo </li></ul><ul><li>Goals only focus on bottom-line growth </li></ul>
  68. 73. Culture Impacts Passion 29% 57% 81% Low effectiveness of management culture Medium effectiveness of management culture High effectiveness of management culture
  69. 74. 17% 31% 51% Culture Impacts The bottom line Low effectiveness of management culture Medium effectiveness of management culture High effectiveness of management culture
  70. 75. Management Culture Killers 61% 54% Decisions are held closely by those in power Organizations are siloed, rigid, hierarchical 44% 43% 41% 38% 37% 32% Bureaucracy of management processes Innovation opportunities for select few Goals only focus on bottom-line growth Power to those who value status quo Influence based on position power Values that are not meaningful 70% 64% 61% 42% 45% 44% 45% 32%
  71. 76. ( R )evolution Point 4 Innovating the Way We Manage
  72. 77. Management Culture Revolutionized <ul><li>Management processes are a competitive advantage </li></ul><ul><li>Values are shared and meaningful </li></ul><ul><li>Merit-based influence </li></ul><ul><li>Innovation opportunities for all </li></ul><ul><li>Strategic decisions open for discussion </li></ul><ul><li>Flexible, nimble structure </li></ul><ul><li>Power held by those who value innovation </li></ul><ul><li>Goals of growth, sustainability, and social significance </li></ul>
  73. 78. 0-2 = Low Effectiveness 3-5 = Medium Effectiveness 6-8 = High Effectiveness How Did Your Organization Stack Up?
  74. 79. Table Discussion: What part of culture can you control? Where could you influence? What would be the impact?
  75. 80. Reflection
  76. 81. Enhanced Business Impact Enhanced People Outcomes Talent Systems & Practices Leadership Development Management Culture
  77. 82. The Bottom Line 68 th Percentile <ul><li>Leadership Development </li></ul><ul><li>Talent Management </li></ul><ul><li> Management Culture </li></ul>35 th Percentile <ul><li>Leadership Development </li></ul><ul><li>Talent Management </li></ul><ul><li> Management Culture </li></ul>24 th Percentile <ul><li>Leadership Development </li></ul><ul><li>Talent Management </li></ul><ul><li> Management Culture </li></ul>
  78. 83. NO! from
  79. 84. GO! to
  80. 85. ( R )evolution Summary 1. A Leaders Role in Innovation 2. Learning: From Event to Journey 3. Get it Right: Identifying Potential 4. Innovating the Way We Manage

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