Finding and-developing-emerging-leaders-final


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This presentation was the culmination fo a joint research paper with DDI called Emerging La

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  • The goal of this slide is gauge consensus. Take a few responses and when you feel like you’ve got broad coverage, stop taking answers and ask if anyone has anything materially different. All presenters should then use these answers as touch points during the presentation.
  • This slide is *not* about HR or TM success, but overall success of the *business*. The goal of this slide is to get participants to identify what they see as key business drivers so that on subsequent slides, we can show the business connection between those business drivers and leadership. Below is a list of business drivers that we connect to leadership. If participants fail to mention any of these, you many want to include in the summary of this slide before moving on.Engagement Customer SatisfactionRetention, esp given the accelerating War for Talent QualityProductivity Financial Performance
  • We came up with a pretty good list of business drivers. You might be surprised to learn that leadership impacts all of these business drivers. Here are a few of the correlations between leadership and business impacts:
  • Leadership quality impacts engagement. And we’ve all seen the work that’s been done on engagement—how engaged people are impacts retention, individual performance, and organizational performance. According to research by DDI, organizations with better quality leadership have almost 4 times the number of highly engaged leaders. Only 9% of leaders were highly engaged in their work in organizations with low quality leaders. Compare that with organizations who were in the top third when it came to leadership quality. 50% of them were highly engaged.
  • We’ve all seen the research about the connection between managers and retention. No surprise then that a big driver of overall retention is overall leadership quality.Only 24% of organizations with low quality leaders were retaining talent better than their competitors. Compare that with organizations who were in the top third when it came to leadership quality. 70% of them were retaining talent better – and there were able to retain not only more leaders, but more employees, in general.
  • While engagement and retention can drive significant ROI through indirect business impacts, leadership quality can also directly impactbottom line metrics like financial performance and productivity. Organizations with better leaders were almost 3 times more likely to outperform their competition in terms of financial performance, and almost 5 times more likely to outperform others in terms of customer satisfaction, productivity, and quality of services.
  • Given the preceding numbers, it’s not surprising that the biggest impact of high quality leadership is organizationalconfidence. Only 4% of organizations with low quality leaders were highly confident in their future business success. Compare that with organizations who were in the top third when it came to leadership quality:66% of them were confident in their future business success. This is more than “touchy feely” stuff. An increasing body of research shows that self-confidence directly translates to improved physical and intellectual performance. Have you ever heard the phrase “whether you think you will succeed or fail, you will”? It is a real effect with a real name in psychological literature – self-fulfilling prophecy. Basically, if you believe it, you unconsciously and consciously engage in behaviors that manifest that belief. So having a company full of people who are confident in their collective success significantly improves the likelihood of that success being realized. Cool stuff right? And yet another area where strong leadership can make a huge difference.
  • Of course, all of these great leadership benefits only help us if we have great leaders. But for now, we may just want to make sure we have *enough* leaders. According to the Wall St. Journal, this is a real challenge for many organizations: [read quote.]
  • This may be the most dire news of all. Not only do we not have the leaders we need today, we don’t have anyone “on deck” to be our leaders of tomorrow. Unless we start to change our leadership practices, we’re in trouble.
  • And this problem isn’t getting any less challenging. In fact, in the coming years, it’s going to get a lot worse. Orders of magnitude worse. In 2004, Harvard Business Review released some sobering numbers about the workforce of 2010. We took their demographic analysis and aged it up. This is what the total worker age population looks like in 2020 as compared to 2010. Basically we have a massive increase in “retirement” age workers, many of whom are opting for part-time or consulting work. We also see an increase in 55-64 year olds who will comprise most senior leaders in an organization. The 35-54 year old bracket though is not looking so good. The numbers actually go down by 2% with the worst hit among the most experienced leaders in this group, the 45-54 year olds.And by the way, the picture is even worse if you look not at the worker population but the actual “working” population. An analysis by Taleo Research shows that if we age the current working workforce forward:By 2020, the 55-64 year old population will have increased by 63%.By 2020, the 45-54 year old population will have decreased by 6%.In short, we’re losing our middle layer of leaders, the folks who mentor frontline leaders and who connect the dots between strategy and implementation.
  • And unlike tech jobs, we can’t import these folks from aboard. According to McKinsey research, we can’t even hire them effectively *in country*. According to McKinsey, on average, just 13 of 100 college students are hire-able. Why? Lack of skills in some cases (not much different than here), culture fit, language barriers, location to major cities and centers of commerce, and increasing domestic competition. This last issue is an increasing challenge. As these emerging markets mature, college grads have better options within local firms.In fact, in some markets like India, it’s not unusual to see reverse migration where experienced engineering and computer programmers are opting to return home or where US firms are just locating operations directly in country, dramatically increasing competition. You can see something similar happening in China. Some estimates in China show a need for as many as 75,000 executive leaders capable of driving expansion into international markets over the next decade or so. Today, however, only about 3,000 to 5,000 of such leaders can be found in China, according to China Daily's Industry Updates. The net impact? We can’t look to emerging markets for additional leadership talent. ***************Nice anecdote if you need it:Approximately 40 percent of IBMers are non-U.S. citizens -- even though 60 percent of their revenues today come from outside the United States. A little more than 10 percent of their executives are in the Asia Pacific region -- but 22 percent of their revenue came from this geographic region last year, and in countries like India and China, they saw revenue growths of 45 percent and 25 percent, respectively. Key initiatives there is developing leadership acumen in country.
  • So step one is to fill the bottom of the funnel with quality candidates. No matter how sophisticated an organization’s leadership development program, it can’t turn lead into gold. It’s critical to hire quality employees and frontline leaders at the bottom of the funnel so that you have more options and raw material to work with as folks move up the leadership ladder.
  • While quality hiring is critical, development is equally important. In fact, the neat little funnel we showed on the previous page isn’t reality. This one is closer. We actually have decent raw material to work with at the front-line level, and for another 5 years at least, we have decent numbers at the very senior levels. What’s missing is the middle. What we really need to do is accelerate the development of frontline leaders into middle-level managers and directors to help overcome the demographic gaps we’re seeing emerge at this level of management.
  • Fortunately, most organizations seem to understand this. Across the globe, in study after study, leadership development is ranked as the #1 issue, initiative, challenge etc…
  • And according to recent research by Deloitte, most orgs even understand that within the leadership challenge, the big issue is accelerating the development of frontline and emerging leaders. [Read a few stats.]
  • So
  • So how do you think we’re doing? [HANDOFF TO DDI]
  • [Riff on some of the responses from the audience.] Unfortunately, according to several years of DDI Research, the quality of leadership development has been flat for years.In spite of spending billions of dollars a year, only 1 in 3 leaders say their leadership development programs are effective. This is how they feel about what we’re providing.
  • What: Success Profile; Who: ID; How: Access Acquire Apply
  • Need to drill down into the competencies and look at the key behaviors to get a true sense
  • Leadership skills trump technical skills from an importance standpoint…but successful leaders need to possess more. Successful leaders need to have the right set of skills and personal attribute for the organizational context. The skills, behaviors, attributes, experiences, etc… you look for in a young, expanding technology firm are different than you expectations for a leader in an established, industry-leading retail firm. We’ll talk move about this later, but consider this research from McKinsey that lists the most important leadership characteristics for developed vs emerging economy markets. For developed countries the key success drivers are “management proficiency,” “leadership skills,” and “communication skills.” The key success factor for emerging economy projects? Local influence – by a significant margin. The point here is that while leadership development may be pretty well understood, we still need to evaluate “fit” by factoring in additional information and context.
  • So now that we know “what” we need, we need to figure out “who” we need.
  • First, some sobering stats. We’re not really all that great at identifying and hiring leaders, whether internal or external. That said, there is a pretty significant difference in hiring success between external and internal. A 9% difference means less recruiting, less retraining, less disruption, less productivity impacts…One consequence of the downturn is that it shined a light on subjective hiring practices. Organizations felt the impact of hiring the wrong people. An article in Forbes magazine last year might have said it best: “Gone are the days when a clutch golf swing or well-schmoozed dinner might score you a job.”So if we want to revolutionize leadership selection, it’s going to take something not very revolutionary at all, which is using proven tools to make these critical decisions. And not just for external hires, but for internal hires too.
  • Another consequence of the surrounding socio-economic pressures of boomer retirement, globalization, and the related need to develop internal leaders is that it’s forcing us toward best practices. As it turns out, promoting leaders from within is actually more effective than hiring from outside. According to research by IBM, internal leaders are respected more than external leaders and have a 50% faster time to productivity. The IBM research also found that a higher percentage of external hires in the middle management ranks correlates to higher turnover and higher absenteeism. And of course, it’s this key middle management group that is most concerning from a demographics perspective.It’s also worth noting that hiring rock stars isn’t all the effective either. Research into the careers of over 1000 investment bankers found that “star” analysts who change firms suffer an immediate and lasting decline in performance. Why? Their earlier excellence appears to have depended heavily on their former firms' general and proprietary resources, organizational cultures, networks, and colleagues. There are a few exceptions, such as stars who move with their teams and stars who switch to better firms. Female stars also perform better after changing jobs than their male counterparts do. But most stars who switch firms crash and burn soon after. Stars, Boris Leadership and turnover: IBM Enterprise Business Services (EBS) Study 2006
  • Despite the obvious advantages of developing future leaders internally, we’re doing a pretty poor job of it. In 2010, DDI survey 1,130 frontline leaders in it’s Finding the First Rung Study and found that “groomed to be a leader by a development program” is actually tied for fourth as a path to a leadership role – tied with “no one else for the job.” Surely we can do better than this. We *need* to do better than this.
  • Not surprisingly given the previous data, we’re not preparing frontline leaders well enoughAs you can see here, only 62% of frontline managers admit to being prepared for the job when they were first promoted. And even less people—42%—say that the transition to a manager was easy.As a result people are overwhelmedSo what are some of the things that they said they were not prepared for?
  • We asked an open-ended question about the greatest challenge they faced in their first year. As you can see from this list, there are many critical situations that they never had to deal with as an individual contributor.Think about a software programmer who is promoted to a manager. Would you expect them to have experience discussing performance improvement with a direct report? How stressful would this be to them? What is the impact of them failing at these challenges within your organization?For example, what happens if they screw up a customer complaint or a meeting with a senior manager? They’re overwhelmed because they just haven’t been exposed to these situations. This is where Learning and Development activities can play a big role, but before we get there, let’s talk a bit more about how you identify good frontline leader candidates.
  • DDI needs to frame this.
  • Moving beyond the attributes and competencies, let’s consider the leadership context. [Introduce scenario, solicit feedback.]
  • Same person, different scenario -- different recommendation? One of the things that makes frontline leaders so different from experienced, senior executives is experience and training. Frontline leaders have gaps that only experience and training can fill and until they get one or both, there may be situations where a high potential, but inexperienced leader just isn’t the right fit. Ideally you want to match leadership opportunity with leadership strengths while providing the chance to stretch and develop weaker areas. Too much stretching and the high potential leader falls on his or her face with all sorts of negative consequences.
  • While context is important in defining “good fit” leadership opportunities, so is data. Additional data and context in the decision-making can provide critical insight into fit. In this case, key data about Chen may exist in other parts of his talent profile – such as the data from the original recruiting and hiring process, and employee-provided data.
  • Other areas where you might find critical data? Performance management solutions or even external social feeds, like Facebook or Twitter.
  • Performance reviews and social networking solutions might provide insight too. The point here is that while you can define a lot of leadership potential through attributes and competencies and skills, the more data you can bring to the table, the better the decision-making. Taleo calls this Talent Intelligence – the more you know about your people, the faster you can grow your business. A significant part of this value comes from having a unified profile across all the pillars that also integrates third party information like competencies and assessment data from best in class companies like DDI.
  • So what are some of the data you should be tracking? Here are some of the key employee data points that might factor into a leadership placement.At the individual level: You can’t answer any real world questions about leadership fit without having this kind of data.With this information, you can answer every scenario we posed in the previous sections. Without it, you’re guessing.At the org level: You can’t know the health of your leadership pool, frontline or otherwise, without knowing this data. And unfortunately, the reality is that most companies can’t even begin to answer most of these questions.
  • In 2010, Taleo and HCI conducted a study to find out what kind of people data organizations had ready access to. The results weren’t terribly surprising, but they were revealing. Consider the importance of some of these metrics for your frontline leadership planning – Competency / Skill Gap analysis? Kind of important. Top performers with no career path? Top Performers not on a Succession Plan? Succession Bench Strength? These are critical bits of information to have as you plan your leadership strategy. [advance the animation] In the aggregate, less than 25% of companies had access to this kind of information and of those only a fraction shared this information with LOB managers – you know, the ones who actually have to act on it.
  • Now let’s talk about How we get them readY
  • Need some DDI copy here to set this up.
  • Last Summer, DDI evaluated more than 200 frontline managers using our new Manager Ready assessment. We asked these managers to rate themselves across 7 of the 9 competencies assessed by Manager Ready. What we found was that 91% of managers had at least one blind spot across these 7 competencies.The average manager had at least 3 blind spots.One fourth of managers had blind spots in 5 or more of the 7 competencies.SPIN: If you held a mirror up to your managers, would they be any different?[HANDOFF to TALEO]
  • Lets’ talk next about the manager role in all of this.
  • As a whole, managers do not seem to be receiving the support they need from their managers. Just over half say their manager has the knowledge and tools to support their development. Less than half say they get sufficient feedback and they don’t feel their manager committed to their development. This can lead to “I’m going it alone syndrome,” which can lead them to check out, continuously do the wrong things, or look for another job. And we all know that “relationship with manager” is a key reason for dysfunctional turnover.
  • A 2005 study from IBM found bottom line impacts from leadership development training. There was mean profit difference of just over $90,000 per FTE between companies that trained up to 60% of their managers and those that trained between 81-100%. In other words, investing in leadership development isn’t just an investment in the leaders, it’s an investment in the business itself. And one that delivers a pretty significant return.
  • So how do you go about developing leaders? I suspect you don’t do it this way anymore…
  • The reality is the developing leaders is complex. We didn’t always match this sophistication in our leadership training programs. In fact, the early versions of leadership training were far simpler. Most companies started with regular meetings of cohort groups over the course of six to 18 months. Then they realized that they could make better use of that time if they did some stuff ahead of time through kick-off webinars and web-based courseware. Now we generally add in some sort of personality / skills assessment like Strength Finder or Myers Briggs or the like. And then we realized that it might make sense to make this learning more real by working on real business problems. After all, if we’re developing leaders, maybe they could actually address some real business issues as part of their learning. Then we realized that in between cohort meetings, we should really keep them connected through blogs, discussions etc… And then there is the tie-in to their manager to make sure they have the support they need to continue their development…The end result is a slide like this that looks really complex, but is in fact a reflection of what *real* leadership training looks like. Fortunately, modern LMS solutions, like Taleo Learn, have evolved enough to support this level of complexity. Because really, you can’t manage this manually. You need a sophisticated LMS to track, manage, and report on this activity, especially when you are delivering and managing multiple leadership cohort groups simultaneously. And you also need to be able to tailor this mix of activity per industry, per org, per cohort group. Some programs may be more formal, some more informal. Some more social. Senior leadership training doesn’t look the same as frontline leader training. Being able to tailor the mix without sacrificing the management and tracking of training is a key consideration in the solution you ultimately consider.It’s also critical that your LMS tie into your Performance and Development applications so that you can link your learning to goals, performance reviews, and development plans.Later today you’ll hear a real world story from {name of client} who will take you through their leadership initiatives and the impact they’ve had on the business.
  • Throw out a few of these questions to generate discussion. Reign in discussion if you are tight on time. And the end HANDOFF TO DDI.
  • We asked two main questions about development in the survey – the whats and the hows. The whats are the skills that development should be focused on – what are the critical skills leaders are going to need tomorrow? And is that what today’s programs are focusing on?The hows are methods used to develop leaders – are organizations using a variety of methods? Are they the right ones? These are important to continually re-evaluate this because what has worked in the past (or as we’ve seen, HASN’T worked in the past) isn’t going to work in the future. But especially now, as the business landscape is drastically changing, the skills leaders need and what it’s going to take to give it to them, has changed too.
  • Have the audience throw out some comments if there is time.
  • We asked leaders, out of a set of 16 different skills, which ones were the most critical for their role as a leader in the past three years. Here is what they said.This paints a picture of where we’ve been. When the recession hit there was this instinctual focus on execution. And organizations and leaders alike had to make a lot of tough decisions. And as the workforce became leaner, and everyone had to do more with less, and coaching became a priority. And when morale sunk, improving employee engagement became critical.But the question is, are these the skills leaders are going to need in the future? Are these skills that leaders have spent the past few years honing, are they the ones that are going to drive business forward?
  • When we asked leaders what are going to be the most critical skills in the next 3 years, some of them were the same, but some of them were different. Organizations are still undergoing massive changes – so many of the ones we talked to were restructuring or growing their organization in new ways. Coaching is still critical as we stay lean, and when is strategy not going to be a priority? But there were a few new skills that rose to the top of the list that leaders haven’t had to focus on in the past.
  • Those are identifying and developing future talent, and fostering creativity and innovation.Many people thought we lost focus of talent during the recession – heads bent, focused on execution. But that focus is back. Organizations are realizing that in today’s steep competition, talent is the key competitive advantage. And in the future, leaders will need to be talent advocates, and they play a key role in fostering creativity and innovation. So we’re seeing that leaders are not only having to manage the present (through managing change, coaching, and execution). But also managing the future by finding out:Who is the new talent?How can we capitalize on their new ideas?
  • And these leadership challenges get even tougher as we move from organizations that looks like the one on the left and the ones that look like the one on the right. [Long Pause] Actually, that’s not quite right is it? You see this is actually a profile of the same organization. One shows the traditional org chart and the other shows the organizational network connections. The reality is that we have always managed in both worlds, but we’re seeing an increasing trend toward the organizational structure on the right. So as we talk about innovation and creativity and identifying talent, we’re doing it in an increasingly complex environment that is simultaneously structured and unstructured. This is the world our frontline leaders are defining. It’s also the world shaping our frontline leaders. And it means that now, more than ever, we need to get serious about developing, training, and supporting these folks. Hopefully in today’s session, we’ve laid out the key concepts and best practices that will help you be successful in this effort.
  • So here’s the short version of what we covered today. Maybe we should of just put up this slide… ; ) [Read through each bullet, commenting as you feel the need.]
  • Final slide and start of interactive discussion. If we’re over on time or at time, end on previous slide.
  • Finding and-developing-emerging-leaders-final

    1. Grow Your OwnFinding and Developing Emerging Leaders Live Tweeting the event? #TaleoEvents Follow-up blog posts can be found here: Today’s Presenters:
    2. AGENDALeadership mattersFrontline leaders are a top priorityDeveloping leaders: what the research shows WHAT Know what you need WHO Know who you have HOW Grow them into leadersThe Leader of Tomorrow
    5. Leadership Quality Impacts…Why are frontline leaders so important?
    6. 50%Engagement 9% Low Leadership Quality High Leadership QualityBETTER LEADERS = BETTER ENGAGEMENT
    7. 70% Retention 24% Low Leadership Quality High Leadership QualityBETTER LEADERS = BETTER RETENTION
    8. Financial performance 2.8x Customer satisfaction 4.6x Productivity 4.7x Quality of services 4.4x 52%The bottom line 13% Low Leadership Quality High Leadership Quality BETTER LEADERS=BETTER RESULTS
    9. 66% Confidenceof Future Business Success 4% Low Leadership Quality High Leadership QualityBETTER LEADERS=MORE CONFIDENCE IN THE FUTURE
    10. Leadership Gaps Companies say they are finding they dont have the managers to spearhead new projects or step in for departing executives, a problem as companies try to shift into growth mode. ― Leadership Training Gains Urgency Amid Stronger Economy, The Wall Street JournalBUT COMPANIES ARE NOT FINDING THE MANAGERS TO EXECUTE THESE NEW STRATEGIES
    12. The Numbers are Against Us 65+ 52% › Part-time › Consulting 30% 55-64 21% › Experienced leaders 15% › Leadership prime 8% › Prepping next gen 35-54 › Experience building -10% › -2% growth… ouch! 25-34 35-44 45-54 55-64 65-74 74+ › Pool is way too small age of workers
    13. And We Can’t Tap Emerging Markets Countries in survey: › BRIC countries › Eastern Europe › Asia Pac › Poland › Mexico Of 100 college grads… › On average 13 hire-able › Lack of skills, culture fit › Location to major cities › Domestic competition ONLY 13 OF 100 ARE HIRE-ABLE, FAR FEWER ARE LEADERS
    16. Leadership Development ISSUE IN 2010 & 2011 IN THE IC4P STUDY #1 ISSUE FROM 2010-2012 IN HEWITT ASSOCIATES STUDY OF EUROPEAN EXECUTIVES ISSUE IN 2010 & 2011 CHRO STUDIES BY IBMThe Critical Human Capital Issues of 2011, Institute for Corporate Productivity (i4cp)5th European HR Barometer, Hewitt Associates study for European Club for human resources (EChr)Working Beyond Borders, IBM, 2010 Talent Edge 2020: Blueprints for the new normal, Deloitte, December 2010
    17. Focus is on Leadership Development & Retention Deloitte survey: › 71% of executives expect to increase the focus on developing high- potential employees and emerging leaders › 64% of survey participants plan to increase their focus on accelerated leadership programs › 64% have a high or very high fear of losing high-potential talent and leadership › 81% of companies with retention plans are increasing their focus on emerging leaders THERE IS CLEAR BUSINESS RECOGNITION OF THE NEED FOR FRONTLINE LEADERSSource: Talent Edge 2020: Blueprints for the new normal, Deloitte, December 2010
    19. 33% 2006 LeadershipDevelopmentEffectiveness 34% 2011 29% 2009 HR
    20. Three Steps to Leadership Development HOW WHO WHAT
    21. Interactive: What are the top predictors of leadership success?› Competencies› Previous experience and knowledge› Personal attributes› Alignment with organizational goals / direction› Alignment with organizational culture› Similarity to existing successful leaders
    22. SAMPLE SUCCESS PROFILE: Frontline Sales ManagerWhat people KNOW What people CAN DO › Core Product › Customer Focus Knowledge › Raising the Bar › Knows strategic selling principlesWhat people HAVE DONE Who people ARE › Led a team of sales › Enjoys being associates responsible for achieving difficult › Held Budget sales targets Responsibility › Continuous Learning
    23. Managing Relationships Competency and Key ActionsManaging Relationships. Understanding and meeting the personal needs ofindividuals in order to build trust, encourage two-way communication, andstrengthen relationships. › LISTENS AND RESPONDS WITH EMPATHY—Acknowledges others’ feelings and circumstances when they express emotion verbally or nonverbally. › MAINTAINS OR ENHANCES SELF-ESTEEM—Shows others that they are valued by acknowledging their contributions, successes, and skills. › ASKS FOR HELP AND ENCOURAGES INVOLVEMENT—Leverages others skills and gains their support by asking for their ideas and opinions.
    24. Connecting to Organizational Goals and Objectives › What strategies are driving the business? › Is the organization expanding into new markets requiring managers to have global acumen? › Is it trying to instill a service culture or a heightened customer focus? › Is the company in an established industry or a fast-growing one? › Is the company moving toward increasing numbers of virtual teams and workers, or is there an increasing focus on talent density in a geographic area?R&D strategies in emerging economies: McKinsey Global Survey results, McKinsey Quarterly, April 2011
    25. Three Steps to Leadership Development HOW WHO WHAT
    26. Hiring ExternalFailures: 63% 37% 1 in 3 Internal vs 72% 28% 1 in 4 Success FailureWHAT’S THE BUSINESS IMPACT OF 9% IMPROVEMENT IN LEADERSHIP HIRING? HR
    27. Internal Hires are Better Hires Internally promoted leaders have 50% faster time to productivity Internal leaders are respected more than external leaders Higher percent of external hires in middle management results in higher turnover and higher absenteeism ―Rock star‖ hires rarely have the impact you expect › Star Wall St. analysts who change firms almost inevitably crash and burn › As much as 90 percent of the information employees take action on comes from people in their network › Often rock star success is situational, highly dependent on network, culture, and reputation within a particular organization SOCIOECONOMIC PRESSURES ARE ―FORCING‖ ADOPTION OF BEST PRACTICESGrow Your Own CEO, Taleo ResearchIBM Enterprise Business Services StudyRob Cross --
    28. Too Many Leaders External…Very Few Developed From WithinFinding the First Rung, DDI
    29. 62% 42% I felt ―prepared‖ The transition was ―easy‖ Source: DDI’s Finding the First Rung30 © Development Dimensions Int’l, Inc., MMXI. All rights reserved.
    30. Top 10 Situations New Managers Aren’t Ready For Reprimanding an underperformer Firing someone Going from co-worker to boss Learning the ropes Dealing with senior management Handling customer complaints HR issues such as sexual harassment Coaching or managing others Resolving conflicts Layoffs Source: DDI’s Finding the First Rung31 © Development Dimensions Int’l, Inc., MMXI. All rights reserved.
    31. Talent Audits: Critical Data in Talent Intelligence
    32. Managing Guiding Coaching for Coaching for Influencing Relationships Interactions Success Improvement 3 4 4 2 5Scenario #1Chen needs to lead an experienced, high-performing team.Is he a good fit?
    33. Managing Guiding Coaching for Coaching for Influencing Relationships Interactions Success Improvement 3 4 4 2 5Scenario #2Chen needs to lead a team characterized bya history of under performing.Is he a good fit?
    34. Managing Guiding Coaching for Coaching for Influencing Relationships Interactions Success Improvement 3 4 4 2 5Scenario #3Chen needs to lead a team in EMEA. Whatelse might you want to know?› What if Chen’s job history showed several years of experience in EMEA?› What if Chen’s profile showed a willingness to relocate?
    35. Managing Guiding Coaching for Coaching for Influencing Relationships Interactions Success Improvement 3 4 4 2 5Scenario #4Chen needs to lead a team where morale islow and disengagement is high. What elsemight you want to know?› What if Chen’s performance review information indicated motivation as a strength?› What if Chen had outside experience as a coach or motivational speaker?
    36. Managing Guiding Coaching for Coaching for Influencing Relationships Interactions Success Improvement 3 4 4 2 5Final ScenarioChen needs to lead a team with weak politicalties to related departments. What else mightyou want to know?› What if Chen showed an internal job history of overcoming challenging political situations?› What if Chen had strong connections to key influencers in other departments?
    37. Employee Talent Intelligence Foundation› Full employee job history including roles, companies, self-identified experiences and areas of expertise› Employee career ambitions and core HR data: role, compensation, job code, willingness to relocate, location, manager› Deep performance reviews that include support for peer reviews, matrix review models, and real-time reviews› Learning history, certifications, and real-time updating of skill, competency, and expertise profile› Professional relationships, organizational connections, links to partners, suppliers, customers, analysts, trade groups etc…› Development plans, succession plans, potential, flight risk KNOW YOUR PEOPLE, GROW YOUR BUSINESS
    38. Translates to Organizational Talent Intelligence Competency/skills gap analysis Top performers with NO career path <25% Risk of loss for critical employees/positions Top Performers NOT on succession plans HAVE ACCESS TO PEOPLE INSIGHTS Succession Bench StrengthMOST ORGANIZATIONS LACK KEY INFO ON EMPLOYEES WHEN THEY HAVE IT, MANAGERS DON’T Performance Plans Aligned to Goals 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Important or Very Important Access to Reliable DataSource: US Talent Intelligence Survey, Taleo Research and HCI, 2010
    39. Three Steps to Leadership Development HOW WHO WHAT
    40. Leadership Development: Theory ACQUIRE ASSESS APPLY SUPPORT
    41. 89% have at leastONE Blind Spot 21% 22% 15% 14% 11% 9% 9% 0 1 2 3 4 5 6-7 NUMBER OF BLIND SPOTS Source: DDI’s Finding the First Rung43 © Development Dimensions Int’l, Inc., MMXI. All rights reserved.
    42. 67%“My manager and I have NOTagreed to a specific, writtendevelopment plan.” 44 Source: DDI’s Finding the First Rung
    44. Leadership Development: Theory ACQUIRE ASSESS APPLY SUPPORT
    45. ―I’m all alone.‖ 56% My manager has the knowledge and tools to support my development. 49% I get sufficient feedback about my performance. 46% My manager is committed to my development. Source: DDI’s Finding the First Rung48 © Development Dimensions Int’l, Inc., MMXI. All rights reserved.
    46. The Role of • Listen openlythe Manager • Ask questions that lead to self-discovery • Discuss potential barriers & challenges • Help identify application opportunities • Offer support and encouragement
    47. Leadership Done Right Impacts the Bottom LineRelationship between management development and Profit / FTE
    49. Leadership Development Now Reflects Reality APRIL-JUNE JULY-SEPTEMBER OCTOBER-DECEMBER JANUARY-MARCH FORMAL LEARNING Orientation Kick Off Core Curriculum 1 Core Curriculum 2 Core Curriculum 3 Challenges of Cultivating Networks & Building High- Transitions Partnerships Performing Teams Mastering EQ Making Change Driving Innovation Happen Influencing Supporting LeadershipManager/Sr. Learning through DevelopmentLeader Kick- Courage TransitionsOff Webinar 3 days 2 days 3 days • Assessment: Development INFORMAL LEARNING, FEEDBACK, AND 360 and Development Repeat 360 Planning personality Planning to Assess Meetings Action Inventories Meetings Action Behavior Learning (DDI ON-THE-JOB EXPERIENCE (DDI Learning Change • Prework Coach, Boss, M Coach, Boss, M entor) • Action Learning entor) Kickoff COACHIN COACHING COACHING G Action Learning Job Growth Discussion Board: Experiences Leader Blog: What Wikis: Tying leadership Participants seek leadership means to skills to business feedback from BU participant, how they outcomes – how do they leaders on ideas, will use new skills link together? best practices ONGOING FEEDBACK AND SUPPORT = Assessments, Targeted Personal = Action Learning Development Focus = Core Curriculum = Learning 2.0 components & Ongoing Development
    50. Interactive: Discussion› What are some of the ways you develop emerging leaders today?› What’s working?› What isn’t working? challenges
    51. Leadership Development: What works today, may not work tomorrow NOW THAT WE HAVE THE INFRASTRUCTURE IN PLACE, WHAT IS IT THAT LEADERS NEED TO BE LEARNING?
    52. What will a leader looklike in the near future?
    53. 1. Driving & managing change Top Five 2. Executing organizational strategy Past 3. Coaching & developing othersCritical Skills 4. Making difficult decisions 5. Improving employee engagement
    54. 1. Driving & managing change Top Five 2. Identifying/developing future talent Future 3. Fostering creativity & innovationCritical Skills 4. Coaching & developing others 5. Executing organizational strategy
    55. 1. Driving & managing change Top Five 2. Identifying/developing future talent Future 3. Fostering creativity & innovationCritical Skills 4. Coaching & developing others 5. Executing organizational strategy
    56. Source: McKinsey Quarterly, Harnessing the power of informal employee networks, 2007
    57. Summary› Leadership is critical to business success.› Emerging leaders are a lynchpin to optimizing talent and building long-term leadership capability in the organization.› Organizations are not developing this group of leaders very effectively.› Key elements to successful development of emerging leaders include: › Identification of existing talent › Identification of ―ideal‖ talent profiles based on org goals and exemplars › Development programs that include a variety of training modalities › Tailor the mix of training to the person and the org› Look for leadership characteristics not just for today, but tomorrow too.
    58. Discussion› Where are folks struggling the most? › Defining leadership profiles? › Identifying leaders? › Developing leaders?› What are some best practices from participants?