Leadership Practice Canada Client Overview


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Overview of Odgers Berndtson\'s leadership assessment, executive coaching and succession methods.

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Leadership Practice Canada Client Overview

  1. 1. Leadership PracticeClient Services Overview Leadership Assessment Team Development Executive Coaching & Onboarding Executive SuccessionReleased September 2012
  2. 2. Facing the Leadership Challenge Our Executive Leadership Survey revealed some compelling challenges facing senior leaders in Canadian organizations: Does your organization have a What are the Top succession plan in place to replace Qualities for Senior Total today’s senior executives? Executives? Leadership 75% Strategic thinking 67% What is the nature of the leadership development program you The ability to work collaboratively or in 37% currently offer to your management? teams Adaptability and 31% resilience Progressive and 30% emotional intelligence Powerful 27% communications External Individual Mentoring Assessment Critical thinking 22% education coaching 32% 31% 42% 19% Technological acumen 3%Leadership Practice Overview www.odgersberndtson.ca 2
  3. 3. Leadership Practice Offerings Executive Succession Executive coaching Team building/development Internal talent assessments for selection/development Onboarding for newly appointed executives Individual assessment of finalist candidates using LeaderFit (Potential, Benchmark or Executive) and Hogan assessments Toronto • Montreal • Ottawa • Calgary • Vancouver • HalifaxLeadership Practice Overview www.odgersberndtson.ca 3
  4. 4. Assessment Value Chain Research has shown that personality and leadership impact business performance and team effectiveness: HPI/HDS Leadership Behavior Style Execution Personality MVPI Values Culture Business /Team Performance Leadership LEADERFIT Style Strategic Vision & Awareness ChangeLeadership Practice Overview www.odgersberndtson.ca 4
  5. 5. LeaderFit Assessment Options LEADERFIT™ EXECUTIVE  HPI, HDS, MVPI and HBRI Hogan® instruments  Looking Glass interactive session  Custom report & Hogan leadership series  Individual feedback LEADERFIT™ BENCHMARK  HPI, HDS and MVPI Hogan® instruments  Used to assess leadership and culture fit for C-level candidates  Includes custom report mapped to LeaderFit model LEADERFIT™ POTENTIAL  HPI Hogan® to assess leadership tendencies  Used to assess Managers & facilitate team buildingLeadership Practice Overview www.odgersberndtson.ca 5
  6. 6. Assessment StepsWhen working within an Executive Search assignment, or assessing internal candidates, weundertake the following steps to ensure that the assessment yields information that allowsclients to better appreciate each individual’s strengths and potential gaps: • Identify leadership requirements for role. ROLE • Understand company culture and direction. • Map requirements to LeaderFit model dimensions. MAPPING • Completion of Hogan instruments (HPI, HDS, MVPI). • Looking Glass questionnaire and Interactive Session (Executive Only). ASSESSMENT • LeaderFit 360 or references. • Summary of Hogan results (Benchmark or Leadership Forecast Series). • Custom LeaderFit report (Executive Only). REPORT • Comparative assessment of candidates. • Client debrief of individual results. • Individual debrief using Hogan/LeaderFit reports. DEBRIEF • Coaching and onboarding (optional – 6 to 12 months) • Follow upLeadership Practice Overview www.odgersberndtson.ca 6
  7. 7. Our Primary Instruments For Assessment and Development, we use 3 Hogan instruments linked to our LeaderFit model, which can in turn be mapped to a client’s competency map or role requirements: HPI HDS MVPI LeaderFit/360 • Personality • 3 clusters of • Values that drive • Strategic clarity drivers based on potential individual • Execution savvy Five Factor derailers performance • Reflection and Model adaptability • Reveal an • Strong indicator • Stakeholder • Extensively individual’s “dark of culture fit management validated side” under stress • People and team developmentLeadership Practice Overview www.odgersberndtson.ca 7
  8. 8. Onboarding Provides 6-12 months of sustained coaching to help executives transition into a new role – whether they are promoted from within or an external hire. Align with Enhance Create your Sustain your Organization your Team Agenda Leadership Leadership Team Goals & Strategy & Individual Assessment Accountabilities Execution Audit Coaching Stop-Start- Identify Key Organizational Metrics & Success Continue Stakeholders Change Agenda Factors Priorities Vision, Mission Structure & Communication 360 Periodic and Values People Changes Plan ReviewsLeadership Practice Overview www.odgersberndtson.ca 8
  9. 9. Executive Coaching Provides 6-12 months of sustained coaching to help executives transition into a new role – whether they are promoted from within or an external hire. Coaching Plan Active Coaching Impact Assessment (Month 2-6) (Month 1) (Month 6) - Regular in person and - LeaderFit /Hogan data - Self assessment telephone sessions - Business imperatives - LeaderFit 360 - Check-ins with team, colleagues - 360 inputs - Tripartite review and boss - Boss/Coach tripartite - Targeted behavioral discussions development Feedback and Progress MetricsLeadership Practice Overview www.odgersberndtson.ca 9
  10. 10. Executive Succession 1. ANALYSISAssessing and selecting the right internalcandidates for executive succession is a  Develop evaluation questionnairedelicate exercise that requires:  Interview key stakeholders  Create CEO capabilities An upfront analysis of the business and matrix leadership challenges the organization will face over the longer term. 2. ASSESSMENT 3. DEVELOPMENT  Candidates complete  Identify development Providing each internal succession candidate Hogan instruments goals and projects for  LeaderFit assessment of with an objective assessment and the each candidate (incl. 360) each potential successor  Monitor individual opportunity to develop their leadership  Individual feedback and progress, provide support Board review potential, so that they each feel that they have and coaching an opportunity to grow into a more senior role. 4. TRANSITION  If required, conduct A transparent and fair process with clear and full external search  Appoint successful concise communication, so that all candidate stakeholders can buy into final decisions –  Accelerate executive please see our 4-Step model. team alignment.Leadership Practice Overview www.odgersberndtson.ca 10
  11. 11. Team Development “Remember, upon the conduct of each depends the fate of all.” – Alexander the GreatWe facilitate executive team Composite MVPI Profiledevelopment events, using a 100combination of our business and 90leadership tools: 80 70 60 Hogan HPI, MVPI and HDS. Percentiles 50 40 Hogan MVPI Creative Execution Scan. 30 20 Graph 10 Team effectiveness and 0 Aesthetic Affiliation Altrustic Commercial Hedonistic Power MVPI Scales Recognition Scientific Security Tradition leadership alignment.Leadership Practice Overview www.odgersberndtson.ca 11
  12. 12. Creative Execution Scan Organization Culture Diagnostic Based on our new book, the Creative Execution Scan allows an organization to measure five elements of organization culture and leadership performance: Unique Strategy Candid Dialogue Clear Roles & Bold Action Visible Accountabilities Leadership A simple, unique and Openness to other Managers and Bold action generates Visible leadership of compelling strategy people’s ideas, honest employees need to momentum. It propels the organization’s that clearly outlines debate, disagreements understand how their the organization senior leaders what you will do – or and resolution is individual roles and toward its new maintains focus and won’t do – in order to critical to effective accountabilities direction, and provides creates a culture of achieve outstanding teamwork and connect to the the first tangible taste learning, courage and results. execution. strategy. of how the strategy perseverance. will be deployed. Survey Items: Survey Items: Survey Items: Survey Items: Survey Items: •“Our strategy is •“My manager is open •“I understand how my •“We seize the •“Our senior leaders simple and to hearing my opinion” work directly moment; we act at the remain at the unambiguous” •“Our leadership contributes to our opportune time” forefront during •“Our leadership insists on success” •“Our organization difficult times” clearly explains how understanding the •“People are held does what is necessary •“My manager the strategy will be facts from the accountable for the to win in the markets” strengthens my belief executed” trenches” caliber of the work in my capabilities” they produce”Leadership Practice Overview www.odgersberndtson.ca 12
  13. 13. Thought Leadership CEO Spotlight In partnership with Healthy Creative Execution Companies, our Leadership Practice Our Practice Leader, Eric Beaudan, publishes a quarterly research published his book Creative Execution pamphlet titled CEO Spotlight, which through Wiley in 2012 . The book provides an intimate look into the highlights the leadership practices of perspective and leadership insights highly successful companies such as of some of the world’s most the Four Seasons, Toyota and Google. innovative corporate leaders.Leadership Practice Overview www.odgersberndtson.ca 13
  14. 14. Practice Global ClientsLeadership Practice Overview www.odgersberndtson.ca 14
  15. 15. What Clients Say… “Eric’s passion for effective leadership and inter-cultural fluency has been instrumental in helping Thales Canadas senior executives learn to excel within a complex international environment, and shape our journey to become the partner of choice for our customers at home here in Canada, and around the world.” -- Paul Kahn, President and CEO of Thales Canada Inc. “RBC partnered with Odgers Berndtson to deliver a High Potential Alumni event using the Hogan Development Survey, which was well received and created significant value for participants.” -- Jan Wilmott, Director Leadership Development, RBC. “The Odgers Berndtson team put together a best in class assessment toolkit for our executive leaders. More importantly, Eric and his team have been exceptional partners to work with.” -- Jennifer Pierce, SVP Human Resources, Hudson Bay Co.Leadership Practice Overview www.odgersberndtson.ca 15
  16. 16. Summary: Practice Capabilities  Services that span a critical range of leadership needs for organizations in the private and public sectors:  Leadership assessment, psychometric tools, 360s  Coaching, onboarding  Team development  Organization culture  Thoughtful, fresh and unbiased perspective  Consistent tools across North America, Europe and AsiaLeadership Practice Overview www.odgersberndtson.ca 16
  18. 18. Practice Leadership Eric Beaudan Director, Leadership Practice | Odgers Berndtson With 20 years of experience in leadership assessment and executive development, Eric brings a wealth of experience to Odgers Berndtson’s Assessment Practice. Eric developed the LeaderFit™ assessment method and works seamlessly with the firm’s clients to help assess and develop the leadership potential of their executives and high-potential talent. Eric was most recently Director of OD for Rogers Communications, where he oversaw the redesign of the company’s executive development curriculum and talent strategy. Other experiences include Director of OD for the Bank of Montreal, and a 10-year consulting career with Watson Wyatt Worldwide. Eric co-authors the quarterly CEO Spotlight publication, which features global CEOs who have excelled at building a high performance culture. His leadership book, Creative Execution, was published by Wiley in 2012. Eric is an advanced Hogan facilitator for individual and team development. He is a certified Master Coach through the Behavioral Coaching Institute.Leadership Practice Overview www.odgersberndtson.ca 18
  19. 19. Hogan Personality Inventory HPI Scale Low Scores High Scores 35 or Lower 65 or Higher Adjustment: Introspective, vigilant, open to feedback, self Calm under pressure, confident, even Calm and stable vs. self- critical and prone to stress, shows a sense of tempered, less open to feedback but critical & tense urgency adapts well to changes Ambition: Confidence and Team player, willing to follow others, usually Highly competitive and “take charge”, Competitiveness content with position and reluctant to take energetic, results oriented, effective charge communicator who sets high expectationsMeasures 7individual Sociability: Enjoyment of Business focused, good listeners who work Outgoing, dynamic, relationshiptendencies – social interaction well on their own, but find it harder to oriented, comfortable in high profile network and give others feedback roles and working with others, but mayhow people not listen as wellusually Interpersonal Sensitivity: Can make the “tough calls”. Direct and frank, Gets along easily with others, tactful,interact with Tactfulness, skill in task-oriented, will often challenge warm and cooperative, but may not relationships assumptions and are willing to confront handle conflict well or deal with poorothers when others performersthey’re at Prudence: Attitude towards More flexible and open to change, quick to Adheres to rules, dependable, organized,their best rules, detail orientation make things happen, may be easily bored and conscientious and hard working, may impulsive, impatient with details micromanage or be rigid and inflexible about rules Inquisitive: Approach to Pragmatic problem solver, process focused, Big Picture, out of the box thinking, problem solving can focus on details and won’t be easily creative, bright, thinks strategically but bored, but may have narrow perspective and may be impractical and have difficulty ignore the big picture making clear decisions Learning Approach: Staying Sees learning as a means to an end, prefers Loves learning for sake of learning, stays up to date to apply skills rather than learn new concepts up to date with technical and business or methods developments19
  20. 20. Hogan Development Survey HDS Scale High Risk Implications (90-100%) Excitable: Being overly enthusiastic about -Intense and energetic, but also temperamental and potentially explosive people or projects and then becoming -Tend to be critical, easily irritated, prone to emotional outbursts disappointed. Skeptical: Being socially insightful, but - Bright and perceptive, but critical, fault-finding and alter for signs of cynical and overly sensitive to criticism. betrayal, become mistrustful of others’ actions and intentions Cautious: Confident willingness to undertake -Shy, self-doubting, conservative, emotional and unassertive new ventures vs. cautious reluctance to try -Tend to avoid making decisions and slot to adopt new ideas/technology new things.Identifies 11 Reserved: Lack of interest in or awareness of -Socially insensitive, self-absorbed, pre-occupied and toughdysfunctional others’ feelings, difficulty communicating. -Tend to keep to themselves, work alone, indifferent to others’ moodsdispositions Leisurely: Being independent, stubborn, hard -Overtly cooperative but edgy, mistrustful and hard to coachas a result of to coach and ignoring others’ requests. -Put off tasks, feel mistreated when others make demands, resist teamstress, heavy Bold: Inflated views of one’s competency and - Bold, assertive, energetic, ambitious and visionary, but when stressed self-worth, vs. modesty and self-retraint. impulsive, self-promoting, competitive and demanding.work loads, or Mischievous: Being charming, risk taking and -Charming, interesting, daring and fun, enjoy testing the limits, quick to actneeds unmet excitement seeking vs. unassuming and quiet. -May take ill-advised risks and not evaluate consequences of their actions Colorful: Being dramatic, engaging and -Fun, skilled at influencing, innovate and challenge, enjoy multitasking attention seeking vs. modesty. -Love high profile and calling attention to themselves, self-promoting Imaginative: Levelheaded, practical and -Unconventional, innovative and unpredictable, act in striking ways sensible vs. imaginative, unusual and -Take pride in being different, pre-occupied, easily bored and distractible unpredictable. Diligent: Relaxed, tolerant and willing to -Polite, detail-oriented, hardworking, inflexible and uncomfortable with delegate vs. being meticulous, picky and ambiguity, take pride in being attentive to details and conscientious critical. Dutiful: Being eager to please and reluctant -Obliging, predictable, work hard to avoid rocking the boat to take independent action. -Defer to others’ judgment to maintain relationships and gain approval20
  21. 21. Motives & Values Inventory MVPI Scale High Score Implications (65-100%) Recognition: Fame, visibility, being -Colorful, outgoing, socially confident, care about being center of attention acknowledged and rewarded. -Tend to be interested, imaginative, self-confident and dramatic Power: Interest in competition, -Value leadership and authority, assertive and strategic about their career achievement, challenge and success. -Prefer environments where they can succeed and get ahead Hedonism: Interest in excitement, -Lively, flirtatious and impulsive, like to have fun and entertain others variety, entertainment, fun and good -Like to “work hard/play hard”, take time to celebrate/relax company.Identifies 10 Altruistic: Improving society and actively -Value helping others and creating a customer-service environmentpersonal helping others, making the world a better -Sensitive, considerate, honest and sympathetic to others place.drivers and fit Affiliation: Interest in social contact and -Energetic, outgoing, adaptable and socially charmingwith interest in working with others. -Enjoy meeting new people, frequent communications, networkingorganization Tradition: Interest in high standards and -Mature, commonsensical, defend established proceduresculture appropriate social behavior, history and -Value rules, standards, and prefer predictable work environments conventions. Security: Certainty, predictability, -Cautious, conforming, care about safety/financial security structure, order and planning for the -Will avoid mistakes and ambiguity, emphasis on managing risks future. Commerce: Business activities, money, -Ambitious, active, energetic, pay attention to budget/compensation profits, finding business opportunities. -Serious about work, attentive to details, focused on bottom line Aesthetics: Creative and artistic self- -Spontaneous, fun-loving, creative, enjoy innovation and original ideas expression, interest in arts, literature, -Will encourage experimentation, creative problem solving music, culture. Science: Learning, technology, exploring -Curious, analytical, comfortable with technology, bright, well organized and understanding how things work. -Will use data to identify trends, solve problems or create meaning21
  22. 22. LeaderFit Model Overview STRATEGIC CLARITY EXECUTION SAVVY - Tactical reasoning - Planfullness - Initiative - Decision Making - Dependability - Strategic vision - Problem Solving RESILIENCE & ADAPTABILITY - Continuous Learning - Flexibility - Stress Tolerance - ProfessionalismSTAKEHOLDER MANAGEMENT PEOPLE AND TEAM- Building Relationships DEVELOPMENT - Teamwork- Influencing Others - Building Teams- Communications - Delegation 22
  23. 23. Contact Us Toronto Office Ottawa Office Royal Bank Plaza, South Tower, Suite 500 Suite 3150, 200 Bay Street, 116 Lisgar Street Toronto Ontario M5J 2J3 Ottawa Ontario K2P 0C2 Tel: 416-366-1990 Tel: 613-749-9909 Montreal Office Halifax Office Suite 3925 5525 Artillery Place 1250 West René-Lévesque Blvd. Halifax Nova Scotia B3J 1J2 Montréal Québec H3B 4W8 Tel: 514-937-1000 Tel: 902-491-7788 Calgary Office Vancouver Office Suite 1600 Suite 710 250 – 6th Avenue S.W., 1050 West Pender Street Calgary Alberta T2P 3H7 Vancouver British Columbia V6E 3S7 Tel: 403-410-6700 Tel: 604-685-0261Leadership Practice Overview www.odgersberndtson.ca 23