1. Rebuilding Your Leadership Pipeline:
Spotting tomorrow's Talent Today
Steve Waterhouse
PredictiveResults.com

2. “The most important responsibility that all of
us have is to develop the leaders of the
future. It’s the greatest challenge that we
have, and the most important legacy that we
can leave behind.”
William C. Weldon
Chairman and Chief Executive Officer
Johnson & Johnson
October, 2006

3. The Data
 Some benchmarking data:
 64% of new executives hired from outside the
company do not make it
(Ciampa & Watkins).
 40% of new executives fail within the first 18 months
(Center for Creative Leadership).
 Only 33% - 50% considered “successful” after three
years in the job
(Drucker).
 2% of organizations believe “they are doing a great
job at developing leadership talent”
(SIOP).
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4. What Happens
When They Fail?
 Fired.
 Disagreements about
“organizational direction.”
 “Personal reasons.”
 “Better opportunities.”
 Partially competent, so
colleagues do “work-
arounds” and ignore
deficiencies.
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5. Where Did We Fail
 Lack of agreement on selection criteria and priorities.
 Using a narrow or overly simplistic “leader profile.”
 Seeking to duplicate the profile of the predecessor
 Using poor interviewing skills (i.e. not structured and
behavioral).
 Poor definition, coordination and control of the screening
process.
 Collecting insufficient data or irrelevant data.
 Overvaluing external candidates and undervaluing internal
candidates.
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6. Where Do They Fail
Sins of “Omission”
1. Failing to deliver results.
2. Failing to re-create a network.
3. Failing to listen to/respond to feedback.
Sins of “Commission”
4. Delivering the wrong results.
5. Breaking trust.
6. Living in the past.
7. Being more “I” oriented than “we” oriented.
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7. The Good News: Some companies do
a much better job at this than others.
What do those companies do?

8. They do as good a
job assessing the
organizational fit
as they do
assessing the
candidates skills.

9. Five Key Organizational
Fit Variables
1. The position.
2. The leadership group.
3. The CEO or other immediate manager.
4. The organizational culture.
5. The industry culture.
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10. What Internally Matters?
 What is the strategic mandate?
 Will they be able to shape the role?
 Operational responsibilities?
 Decision-making authority?
 Change expectations (internal and
external)?
 What do the data tell us about successful
leaders in this organization?
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11. The CEO/Immediate Manager
 What are the characteristics of the person that this
person will be working for?
 Technical knowledge
 Strategic priorities.
 Personality/work style.
 Expectations of the leader.
 Authority and support given to the leader.
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12. The Organizational Culture
 What type of organization will
this person be working in?
 Stable?
 Successful?
 Changing?
 Legacy?
 Technical?
 Centralized?
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13. Leadership Formula
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14. 3 Leadership Styles
 Authoritative
 Persuasive
 Technical
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15. Leadership Styles
 Authoritative
 Goal Driven
 Drives change
 Demands action
 Holds others accountable
 Takes credit
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16. Leadership Styles
 Persuasive
 People oriented
 Builds consensus
 Inspires change
 Motivates others
 Gives credit
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17. Leadership Styles
 Technical
 Task oriented
 Highly innovative
 Sets high standards
 Micro manages
 Demands results
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18. What Style Do You Need?
Persuasive Authoritative Technical
 People oriented  Goal Driven  Task oriented
 Builds  Drives change  Highly
consensus innovative
 Demands
 Inspires action  Sets high
change standards
 Holds others
 Motivates accountable  Micro manages
others
 Takes credit  Demands
 Gives credit results
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19. How To Find Them
Resume/Interview Behavioral
Assessment
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20. Always Be Looking
 Constantly update your models
 Scan behavior styles of current candidates
 Develop potential leaders early
 Be willing to change candidates if your
needs change
 Partner with senior management in the
process
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21. They Are Out There
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22. Rebuilding Your Leadership Pipeline:
Spotting tomorrow's Talent Today
Steve Waterhouse
PredictiveResults.com