Talent Planning: How to Grow Your Future Leaders

428 views

Published on

Traditional employee recruiting is a reactive process that forces your business to continuously play catch-up, which can significantly compromise success. Learn how to overcome that void by implementing a more strategic, proactive process called talent planning. Our School of Business subject matter expert, John Smith-Coppes, shows you how a company can grow future leaders from within to create a more sustainable, success-driven workforce based on their industry expertise, business goals, and the ability to forecast future trends.

Published in: Education, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
428
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
15
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Talent Planning: How to Grow Your Future Leaders

  1. 1. Growing Future Leaders How to turn a group of managers into a team of leaders
  2. 2. • Defining the “obvious” – Management vs. Leadership • To promote or not promote… that is the question – Avoiding the Peter Principle: Don’t promote internally based upon management skill sets, with disregard to leadership qualities – Promote because the person is already doing the job – What to look for when grooming a leader • setting expectations, and creating realistic timelines and utilizing assessments Agenda • “I think I found a leader…now what” or how to go all-in: – how to recognize and foster leadership traits – Turning those managers into leaders • What you can expect from a team of leaders – why it is more advantageous, efficient, and profitable than growing a group of managers.z Growing Future Leaders:
  3. 3. “Leadership is an intangible quality with no definition. That’s probably a good thing, because if people being led knew the definition, they would hunt down their leaders and kill them.” - Scott Adams, Dilbert Cartoonist Defining the “Obvious” – What is Leadership?
  4. 4. There is a very important distinction between a “manager” and “leader” - and every functioning organization needs both • In an organization, leaders have followers, whereas managers have subordinates • Managers will gain and demonstrate power through formal authority and their position, whereas leaders will utilize charisma and influence “Leadership is doing the right things; management is doing things right.” - Peter Drucker Management vs. Leadership
  5. 5. Management vs. Leadership In reference to:v Management Leadership Meaning Management comprises directing and controlling a group of one or more people or entities for the purpose of coordinating and harmonizing that group towards accomplishing a goal. Leadership means "the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members." Focus Managing Work Leading People Seeks… Objectives / Goals Vision / Purpose Horizon Short Term Long Term
  6. 6. Management vs. Leadership In reference to: Management Leadership Outcomes Results Achievements Appeal to… Head Heart Approach to risk Objectives / Goals Vision / Purpose Horizon Risk-adverse Risk-taking Conflicts Avoid conflict Utilize conflict Role in decision- making Involved Facilitative Styles Transactional, Autocratic, Consultative and Democratic Transformational, Dictatorial, Authoritative, Consultative & Participative
  7. 7. Avoiding the Peter Principle To promote or not Promote… • The “Peter Principle” – know your talent • There is a distinct difference between promoting managers and developing leaders; we must not confuse the two • The worst thing we can do is promote beyond capacity • Don’t promote internally based upon management skill sets, with disregard to leadership qualities • Avoid promotional timelines – this will deflate leaders
  8. 8. Promote because the person is already doing the job To promote or not Promote… • Look for managers who have already researched and identified that next layer of authority and responsibility and are taking the initiative to do it… these are your leaders • In weekly meetings, share your perspective as a direct supervisor regarding the performance of the manager… begin to shift their thinking to your perspective (e.g. “what do you think I’m looking for?”) • Leaders develop leaders; provide mentors and relationships that can provide additional perspective other than yours
  9. 9. To promote or not Promote… • Setting expectations Be candid and consistent with expectations, meeting frequently and revising as necessary – leaders look for clarity • Creating realistic timelines Be candid with timelines, revising as necessary – leaders look to the horizon • Utilizing assessments 360 degree assessments, Strengths Finders™, etc… are great ways to identify who your manager is foundationally. Do not make the mistake of thinking that leaders fit a certain energy mold; leadership is found within varying skill sets and with varying degrees of emotional intelligence. Leaders are developed.
  10. 10. …or how to go all-in: “I think I found a leader… now what?” How to recognize and foster leadership traits • Look for those who desire to develop others • Look for those who recognize that others’ job satisfaction works to their advantage • Encourage your manager to invite his/her team to the planning table; a leader facilitates cooperative thinking and strategy
  11. 11. …or how to go all-in: “I think I found a leader… now what?” Turning managers into leaders • Creating proper and ongoing assessment and development plans • Utilize a formal Professional Development Plan document in weekly meetings, driving towards continuous improvement. The individual must own their PDP – Build on Strengths – identify specific objectives and action plans, individuals needed, and target date of completion, tracking progress along the way – Address Areas of Development - identify specific objectives and action plans, individuals needed, and target date of completion, tracking progress along the way
  12. 12. • What you can expect from a team of leaders – Developing a team of leaders is more advantageous, efficient, and profitable than growing a group of managers • A team of leaders will drive your organization or department forward in a unified fashion and towards a common goal – A leadership team will communicate upwards, downwards, and laterally with greater efficiency – A leadership team will respect each other’s judgment and tactics, and will encourage each other towards continuous improvement – A leadership team will hold each other accountable as they see more clearly the common vision of the organization – A leadership team will drive their own teams towards greater efficiency, as individual satisfaction rises What to expect
  13. 13. Followers Have Three Questions Regarding Their Leaders: What to expect 1 Do you know where you are going? 2 Can you get me there? 3 Will you care about me along the way? A leader affirmatively addresses all three questions
  14. 14. “I define Leadership as leaders inducing followers to act for certain goals that represent the values and the motivations – the wants and needs, the aspirations and expectations – of both leaders and followers. And the genius of leadership lies in the manner in which leaders see and act on their own and their followers’ values and motivations.” - James MacGregor Burns What to expect
  15. 15. Growing current managers into your future leaders will change the culture of your organization or department. If you identify a leader and invest in them, they will invest in others, and the growth will be exponential. • Make sure to set expectations, create realistic timelines, and utilize assessments and planning documents • Recognize that developing leaders is more advantageous, efficient, and profitable than growing a group of managers. • Just like most things in life, you will get back what you put into the process; as you hone the leadership skills of your team, yours will be sharpened as well. Growing = Planting + Watering
  16. 16. Questions?

×