Hay/Bloomberg Best Companies for Leadership 20111 General Electric 11 ABB2 Procter & Gamble 12 Microsoft 13 PepsiCo3 Intel Corporation 14 Goldman Sachs4 Siemens 15 Hewlett-Packard5 Banco Santander 16 Unilever6 Coca-Cola 17 Cisco Systems7 McDonalds Corporation 18 FedEx8 Accenture 19 Pfizer Inc.9 Walmart 20 BASF10 Southwest Airlines
Hay/Bloomberg Best Companies for Leadership: Signature processes• Positioning for the future (GE)• Accelerator experiences (P&G)• The “WOW” factor (Zappos)• Growth surge (ABB)• Part of everyday life (SW Airlines)
Fortune 2011 Top Companies for Leaders• IBM• General Mills• Proctor & Gamble• Aditya Birla (Mumbai)• Colgate Palmolive• Hindustan Unilever (Mumbai)• ICICI Bank (Mumbai)• McDonalds
LeadershipDevelopmentQuestionnaire:Where are you now?
LeadershipDevelopment Individual Development Framework Identification of Leadership Potential Leadership DNA Future Challenges
Leadership Challenges• External business environment – what’s changing? – PESTEL – Diversity – World of work – Stakeholder demands – Sustainability• Business strategy – New markets – New products & services – New geographies
What are some of the key challenges facing your leaders?
What does this mean for Leadership? Hierarchical command and control approaches simply do not work any more. They impede information flow insidecompanies hampering the fluid and collaborative nature of work today.CEO IBM
Leadership DNA• What does leadership mean in your organisation?• How do you institutionalise leadership?• Are leadership behaviours for success defined?• Are there core development interventions to align leadership behaviour across the organisation?• Is leadership a key Executive agenda item?• Do Executives model sound leadership?• Is leadership branded in the organisation?
Identifying Leadership Potential• Who will be your future leaders?• Where are they now?• If you had a $1m budget to grow next generation Executives, who would you invest in?• Formal assessments at career milestones• Performance on stretch assignments• Start early• Clear criteria
Growing leaders: Principles• Understand the leadership “bench strength”• Invest in the right people• Align development to business strategy• Align development to personal needs & career• Involve Executives personally• Create conditions to apply learning• Work with individuals & teams• Manage transitions• Multiple learning processes• Formal and informal interventions• Importance of “on boarding”
Leadership Development ArchitectureLeadership Academic Executive In House Individual / Specialised Programmes AcceleratedLevel Education Development CoursesExecutive AMP (HBS) Executive •Organisational LBS Forum change IEDP •Strategy •etcSenior Executive EDP (GIBS) Executive •Conflict mgt •HiManagement MBA (UCT) Leadership performance Programme organisation •etcMiddle MBA (WBS) MAP (WBS) Leadership •Negotiation Dev •PSDMManagement •Performance Programme mgt etc1st Line Supervisory •Interaction Leadership/ managementLeaders •Discipline Accelerated •etc Dev Programme
Accelerated Development Programme• Purpose of the programme• Selection to the programme• Career objectives• Duration of the programme• Structure of the programme• Personal assessment• Experience map
Accelerated Development Programme (cont)• Coaching / mentoring / performance feedback• Courses / programmes• Preparing the environment• Roles and governance
Conclusion• Leadership provides a business competitive advantage• It should be strategic• It is transformational• Yesterdays leaders may not be the right leaders for tomorrow
Now, more than ever, the world needs great leaders!
Final Challenge:Assume it is 3 years from now. As a result of your effortsyour organisation is seen as one of the best ledorganisations and the leader in leadership developmentin the country.What were the 5 – 10 key comprehensive strategies thatyou implemented 3 years ago that has enabled you toachieve this?