Developing Senior Leaders

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A brief presentation of the findings from LCP's research into the development needs of executives and senior leaders.

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Developing Senior Leaders

  1. 1. What companies are doing to develop their senior leaders Based on research conducted by Learning Consultancy Partnership www.lcp.org.uk
  2. 2. Is teamwork important? <ul><li>There are mixed views....... </li></ul><ul><li>Relationship between top team is complex and cohesion does not necessarily mean success (Vey et al 2005) </li></ul><ul><li>Essential to unify the top team (Hay Group 2001) </li></ul><ul><li>Role of executive team is to create synergy so business performance is greater than the sum of its parts ( Ancona and Nadler (1989) </li></ul>‘ A team has a collective task that demands a high level of interdependency among its members, something that can only be accomplished together’. Hay Group 2001
  3. 3. Senior teams are different..... Ancona and Nadler (1989) Can be individualistic More external influences Increased visibility Special status of top team Unique role of CEO Intensified political behaviour Lack of promotion prospects
  4. 4. Criteria for predicting executive success (Rogers and Smith)
  5. 5. Example leadership pipeline Based on Drotter & Charan (2001) Pipeline level 1 Managing others Pipeline level 2 Managing managers Pipeline level 3 Managing functions Pipeline level 4 Managing the organisation
  6. 6. Level 3 - managing functions <ul><li>Required to balance present needs and future goals. Builds organisational capacity for long-term success </li></ul><ul><li>Significant autonomy </li></ul><ul><li>Internal communication vital </li></ul><ul><li>Move from functional to business </li></ul><ul><li>objectives </li></ul><ul><li>Greater need to collaborate </li></ul><ul><li>Competition with peers for </li></ul><ul><li>resources (danger of silo mentality) </li></ul>
  7. 7. Level 3 - managing functions (activities) <ul><li>Key transition challenges – manage areas outside of own experience and have to deal with greater complexity </li></ul><ul><li>Strategic projects and stretch assignments </li></ul><ul><li>Development centres </li></ul><ul><li>Executive coaching </li></ul><ul><li>External executive development programmes eg MBA </li></ul><ul><li>Present at industry-wide conferences </li></ul><ul><li>Job rotation </li></ul><ul><li>Corporate social responsibility projects </li></ul><ul><li>Teaching others </li></ul>
  8. 8. Level 4 - managing the organisation <ul><li>Sets direction and develops processes and people for long-term business success </li></ul><ul><li>High impact decision making – the </li></ul><ul><li>buck stops here </li></ul><ul><li>Leads a team of ambitious high </li></ul><ul><li>achievers </li></ul><ul><li>Move from strategic to visionary </li></ul><ul><li>Lonely and isolated </li></ul>
  9. 9. Level 4 - managing the organisation (activities) <ul><li>Key transition challenge – developing and communicating the vision to others. </li></ul><ul><li>Bespoke package of carefully selected job assignments and seminars </li></ul><ul><li>Executive board member of other organisations </li></ul><ul><li>External mentor </li></ul>
  10. 10. LCP survey results (2008) <ul><li>Are the development needs of senior leaders different? </li></ul>
  11. 11. Comments <ul><li>‘ The needs of senior leaders often revolve around people management and communication, which are less important for other managers’ </li></ul><ul><li>‘ Senior leaders’ needs are around future focus, visioning that creates inspiration for others and leading change’ </li></ul><ul><li>‘ Senior managers need to give greater consideration to the business objectives, not just day to day staff needs. They have to achieve a good balance between the two and be able to analyse and assess the impact staff have on the business achieving its objectives. They must be able to motivate and inspire staff to be the best they can as opposed to just making sure they carry out their daily duties’ </li></ul>
  12. 12. Comments Cont’d <ul><li>‘ Their detailed knowledge and experience means that individuals need very specialist help’ </li></ul><ul><li>‘ Less time, more intangible’ </li></ul><ul><li>  </li></ul><ul><li>‘ Broader training needs’ </li></ul><ul><li>  </li></ul><ul><li>‘ More specialised and individual’ </li></ul><ul><li>  </li></ul><ul><li>‘ Higher level, wider spectrum’ </li></ul><ul><li>  </li></ul>
  13. 13. Research request <ul><li>You can request a copy of the LCP research ‘What companies are doing to develop their senior leaders’ by emailing us at [email_address] or visiting our website at www.lcp.org.uk </li></ul>
  14. 14. Recommended Reading <ul><li>Grow your own leaders (Byham, Smith & Paese, 2002) </li></ul><ul><li>Building leaders at every level (Drotter & Charan, 2001) www.iveybusinessjournal.com/view_article.asp?intArticle_ID=287 </li></ul><ul><li>Overcoming the shortfalls in developing leaders http://www.ddiworld.com/thoughtleadership/globalleadershipforecast2008.asp </li></ul><ul><li>Optimising your leadership pipeline (Byham, et al) http://www.ddiworld.com/pdf/optimizingyourleadershippipeline_wp_ddi.pdf </li></ul>

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