The document discusses building leadership capabilities for future growth. It outlines assessing executives' leadership styles and emotional intelligence, as well as their readiness to lead through challenges like ambiguity and cultural differences. Executives complete assessments measuring traits like strategic agility and emotional competence. Successful leaders reverse their style from manager to leader, focusing more on flexibility and integration. The document proposes multi-part development cycles to help executives make this transition. It emphasizes experiences over classroom learning and stresses feedback and coaching. The goal is to develop a pipeline of leaders prepared to achieve the company's strategy and adapt to future circumstances.

1. BUILDING CAPABILITYFOR FUTURE GROWTH

2. What really is the problem? Carefully crafted strategies will help you build leader-readiness

3. Are we ready to lead? What capabilities do I need to succeed in a global ecosystem? Do I have the emotional intelligence to deal with the interpersonal challenges? What do I need to do to build my agility to deal with unknown, first time, un-mapped challenges? How should my leadership style change to match situational and cultural differences?

4. Understanding differences Best in Class Global Executive Indian Executives (n = 99) Indian executives prefer a top down, directive style while global execs prefer more flexible, integrative style Integrative Differences in Leadership Style Hierarchic Flexible Decisive Confidence Significant differences in confidence, energy, empathy and ambiguity tolerance Humility Differences in Emotional Competence Energy Empathy Composure Ambiguity Tolerance

6. BUSINESS ACUMEN

7. MANAGING VISION AND PURPOSE

8. COMMAND SKILLS (in a matrix / networked environment)

10. INSENSITIVE

11. ARROGANT

12. FAILURE TO BUILD A TEAM

16. Listening

18. Directive

20. Outgoing

22. Serious

24. Directive

26. Outgoing

28. Serious

30. Listening

33. Do they have the agility to make the shift happen?

34. Are they aware of their personal leadership style?

35. What help will they need to make the transition?

37. Background – the context for the proposed exercise ■ Escorts is seeking to build capabilities needed to drive growth in the future by focusing on building the internal pipeline of leaders. ■ Ascertain the potential of executives in Grade 10-13 to be effective in achieving the business strategy. ■ Understanding how well each individual functions under circumstances the company is likely to face in the future. ■ Understand broad based capability gaps and work on longer term development plans ■ This document outlines our approach to developing talent using a ‘global leader’ lens leading to individual development plans.

38. Building Readiness for Success Carefully crafted development strategies will help you build leader-readiness

39. Measures “Learning Agility” A research-based measure of potential by quantifying “Learning Agility” Learning agility is the ability and willingness and opportunity to learn how to deal effectively with first-time experiences: successes, failures, and exposures PEOPLE AGILITY Self aware/personal improver Situationally responsive Politically agile Skilled communicator conflict manager CHANGE AGILITY Tinkerer/never satisfied Takes the heat of resistance Introduces new “slants” Leads Change MENTAL AGILITY Comfortable with complexity and ambiguity Finds solutions to tough problems Reads broadly Curious to a fault RESULTS AGILITY Builds high performing teams Beats the odds: resourceful Has drive/personal presence Adaptable

41. Directive

42. Task Focused

43. Productive

44. Logical

45. Serious

46. Data driven

47. Thorough

49. Listening

50. Involving

51. Analytical

52. Patient

53. Open

54. Informal

55. Outgoing

56. Humorous

57. IntuitiveMulti focus Satisfier Maximiser Information Use

60. Continuous engagement

61. Challenging learners

62. Stimulating conversations

63. Integrated coaching

64. Leaders teaching leaders

65. Real-world business problems

66. Action learning

67. Experiential and metaphoric learning

69. Exploring options/questioning assumptions

71. Relating to others’ experiences

73. The logic tree Immediate outcomes 3-5 year benefits 1 year impact • Improved quality of new hires • Higher key talent retention rate • Enhanced management effectiveness • Lower executive failure rate • Ability to staff growth initiatives • Reduction in external hire : internal staffing ratio • Reduction in hiring costs • Fund additional growth initiatives Proactive and targeted hiring Clear understanding of readiness risks by critical roles Retention plans for key talent Development plans for key talent Clear understanding of readiness risks by critical roles Development Planning Sharper strength – challenge matching for staffing decisions Targeted assignments and career match • ROI of 1200% over 3 years • Top quintile companies at succession management outperform their industry by 22% Clear understanding of readiness risks by critical roles Injection of fresh ideas and ‘new blood’ from within

75. 30% of key talent pool move into critical target roles

76. Succession ratio (ratio of ready now candidates to critical roles) reaches 2.0 +

78. The intersection of “Strategy” and “Talent” Leadership & Talent Consulting Practice How do we position ourselves to win in the marketplace? How do we attract, motivate and retain the right people? Boards and Top Teams Executive learning Talent Management Executive Selection and Succession Change & Integration Solutions for….

79. What questions do we answer? How do we build a strong governance model at the top and get the rightteam in place to make it work? Where will our next generation of executives come from and how do we take them through a learning journey to accelerate their entry into executives roles? How can we upgrade our talent management infrastructure and capabilities to build a truly talent centric organization? How can we ensure the best fit in every role whenever we take an executive selection (external hires) or succession (internal candidates) decision? How can we assess, align, orient and engage our talent to navigate through structural and cultural change?