BUILDING CAPABILITYFOR FUTURE GROWTH<br />
What really is the problem?<br />Carefully crafted strategies will help you build leader-readiness<br />
Are we ready to lead?<br />What capabilities do I need to succeed in a global ecosystem?<br />Do I have the emotional<br /...
Understanding differences<br />	Best in Class Global Executive	 		Indian Executives (n = 99)<br />Indian executives prefer...
Understanding leadership challenge<br /><ul><li> Leadership roles are becoming more complex with higher rates of failure</...
      BUSINESS ACUMEN
      MANAGING VISION AND PURPOSE 
      COMMAND SKILLS (in a matrix / networked environment)
      COMFORT AROUND HIGHER MANAGEMENT</li></ul>Top 5 Career Stallers in LEADERSHIP ROLES<br /><ul><li>      OVER MANAGING
      INSENSITIVE
      ARROGANT  
      FAILURE TO BUILD A TEAM
      UNWILLING TO ADAPT TO DIFFERENCES</li></li></ul><li>From Manager to Leader<br />Understanding the lens of Success<br />
Introducing the LENS of SUCCESS<br /><ul><li>What successful global achieve in their careers</li></ul>The leadership style...
Successful global executives reverse their leadership style<br />Leadership development must focus on the critical transit...
  Listening
  Involving</li></ul>             Decisive<br /><ul><li>  Clear
  Directive
  Task Focused</li></ul>             Flexible<br /><ul><li>  Open
  Outgoing
  Relations</li></ul>            Hierarchic<br /><ul><li>  Logical
  Serious
  Detailed</li></li></ul><li>Less successful executives fail to make the shift<br />Leadership development must focus on t...
  Directive
Upcoming SlideShare
Loading in …5
×

Building capability for future growth

622 views

Published on

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

No Downloads
Views
Total views
622
On SlideShare
0
From Embeds
0
Number of Embeds
17
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Building capability for future growth

  1. 1. BUILDING CAPABILITYFOR FUTURE GROWTH<br />
  2. 2. What really is the problem?<br />Carefully crafted strategies will help you build leader-readiness<br />
  3. 3. Are we ready to lead?<br />What capabilities do I need to succeed in a global ecosystem?<br />Do I have the emotional<br />intelligence to deal with the interpersonal<br />challenges?<br />What do I need to do to<br />build my agility to deal with unknown, first time,<br />un-mapped challenges?<br />How should my leadership style change to match situational and cultural differences?<br />
  4. 4. Understanding differences<br /> Best in Class Global Executive Indian Executives (n = 99)<br />Indian executives prefer a top down, directive style<br />while global execs prefer more flexible, integrative style<br />Integrative<br />Differences in Leadership Style<br />Hierarchic<br />Flexible<br />Decisive<br />Confidence<br />Significant differences in confidence, energy, empathy and ambiguity<br />tolerance<br />Humility<br />Differences in Emotional Competence<br />Energy<br />Empathy<br />Composure<br />Ambiguity Tolerance<br />
  5. 5. Understanding leadership challenge<br /><ul><li> Leadership roles are becoming more complex with higher rates of failure</li></ul>The 5 Competencies that Matter Most in LEADERSHIP ROLES<br /><ul><li> STRATEGIC AGILITY
  6. 6. BUSINESS ACUMEN
  7. 7. MANAGING VISION AND PURPOSE 
  8. 8. COMMAND SKILLS (in a matrix / networked environment)
  9. 9. COMFORT AROUND HIGHER MANAGEMENT</li></ul>Top 5 Career Stallers in LEADERSHIP ROLES<br /><ul><li> OVER MANAGING
  10. 10. INSENSITIVE
  11. 11.   ARROGANT  
  12. 12. FAILURE TO BUILD A TEAM
  13. 13. UNWILLING TO ADAPT TO DIFFERENCES</li></li></ul><li>From Manager to Leader<br />Understanding the lens of Success<br />
  14. 14. Introducing the LENS of SUCCESS<br /><ul><li>What successful global achieve in their careers</li></ul>The leadership styles that drive success as a local manager are different from the leadership styles that drive success as a global executive<br /> <br />Successful global executives are able to completely REVERSE their style when they transition from MANAGER to LEADER<br /> <br />Typically, this transition happens between age 30 to 40<br />  <br />Those who can’t make this transition, are significantly less successful in global roles<br /> <br />
  15. 15. Successful global executives reverse their leadership style<br />Leadership development must focus on the critical transition point: Manager to Leader<br />Styles of Top 20%<br />2.00<br />The Lens of Success<br />1.50<br />1.00<br />0.50<br />0.00<br />-0.50<br />-1.00<br />-1.50<br />-2.00<br />Supervisor Manager Director Vice Pres CEO<br /> Integrative<br /><ul><li> Inquisitive
  16. 16. Listening
  17. 17. Involving</li></ul> Decisive<br /><ul><li> Clear
  18. 18. Directive
  19. 19. Task Focused</li></ul> Flexible<br /><ul><li> Open
  20. 20. Outgoing
  21. 21. Relations</li></ul> Hierarchic<br /><ul><li> Logical
  22. 22. Serious
  23. 23. Detailed</li></li></ul><li>Less successful executives fail to make the shift<br />Leadership development must focus on the critical transition point: Manager to Leader<br />Styles of Bottom 20%<br />2.00<br />The Lens of Success<br />1.50<br />1.00<br />0.50<br />0.00<br />-0.50<br />-1.00<br />-1.50<br />-2.00<br />Supervisor Manager Director Vice Pres CEO<br /> Decisive<br /><ul><li> Clear
  24. 24. Directive
  25. 25. Task Focused</li></ul> Flexible<br /><ul><li> Open
  26. 26. Outgoing
  27. 27. Relations</li></ul> Hierarchic<br /><ul><li> Logical
  28. 28. Serious
  29. 29. Detailed</li></ul> Integrative<br /><ul><li> Inquisitive
  30. 30. Listening
  31. 31. Involving</li></li></ul><li>The Manager to Leader Transition<br />The Manager to Leader transition has to deliver on 7 concurrent shifts in focus<br />MANAGER<br />LEADER<br />The 7 shifts are achieved over a 6 – 10 month, intensive, cohort based development journey called a DEVELOPMENT CYCLE.<br /> <br />Cohorts are typically made up with 15 – 20 participants each.<br /> <br />The Development Journey integrates a variety of components<br /> <br />The Learning Sequence follows the pattern:<br /> <br />SELF–OTHER–ORGANIZATION<br /> <br /> <br /> <br />Possibility Focus<br />Long – Term Focus<br />Purpose Focus<br />Trust Focus<br />Service Focus<br />Listening Focus<br />Results & People Focus<br />Problem Focus<br />Short-Term Focus<br />Circumstance Focus<br />Control Focus<br />Self – Focus<br />Expertise Focus<br />Results Focus<br />From<br />From<br />From<br />From<br />From<br />From<br />From<br />to<br />to<br />to<br />to<br />to<br />to<br />to<br />
  32. 32. Key questions to ask yourselves…<br /><ul><li> Do our managers understand the LENS of SUCCESS?
  33. 33. Do they have the agility to make the shift happen?
  34. 34. Are they aware of their personal leadership style?
  35. 35. What help will they need to make the transition?
  36. 36. How can we help them become global-ready?</li></li></ul><li>What we have learned about success <br />in similar situations<br />■ The CEO’s focuses on:<br /> ■ Understanding the skills that the talent pool must possess to ensure that the<br /> company’s strategy is executed successfully, as well as understanding how agile <br /> they must be to confront strategic or environmental “shocks.”<br /> ■ Internal candidates’ track records and leadership history.<br /> ■ Their potential to be effective in achieving the aforementioned business <br /> strategy.<br />■ The process should include multiple data inputs that offer an in-depth perspective on <br /> each candidate, benchmarked against the demands of the business and the <br /> “external market for talent.”<br />■ Executives are given detailed and insightful feedback on their personal leadership<br /> development.<br />
  37. 37. Background – <br />the context for the proposed exercise<br />■ Escorts is seeking to build capabilities needed to drive growth in the future <br /> by focusing on building the internal pipeline of leaders.<br /> ■ Ascertain the potential of executives in Grade 10-13 to be effective in achieving <br /> the business strategy.<br /> ■ Understanding how well each individual functions under circumstances the <br /> company is likely to face in the future.<br /> ■ Understand broad based capability gaps and work on longer term development <br /> plans<br />■ This document outlines our approach to developing talent using a ‘global leader’ <br /> lens leading to individual development plans.<br />
  38. 38. Building Readiness for Success<br />Carefully crafted development strategies will help you build leader-readiness<br />
  39. 39. Measures “Learning Agility”<br />A research-based measure of potential by quantifying “Learning Agility”<br />Learning agility is the ability and willingness and opportunity to learn how to deal effectively with first-time experiences: successes, failures, and exposures<br />PEOPLE AGILITY<br />Self aware/personal improver<br />Situationally responsive<br />Politically agile<br />Skilled communicator<br />conflict manager<br />CHANGE AGILITY<br />Tinkerer/never satisfied<br />Takes the heat of resistance<br />Introduces new “slants”<br />Leads Change<br />MENTAL AGILITY<br />Comfortable with complexity<br />and ambiguity Finds <br />solutions to tough problems<br />Reads broadly<br />Curious to a fault<br />RESULTS AGILITY<br />Builds high performing teams<br />Beats the odds: resourceful<br />Has drive/personal presence<br />Adaptable<br />
  40. 40. STYLE : Develop the preferred leadership style <br />of the next generation of leaders<br />• Global best-in-class <br /> norms based on >30 years of <br /> research<br />• Online and takes 30-45 <br /> minutes<br />• Balances psychological <br /> style assessment with a <br /> practical business <br /> assessment<br />• Detailed reports on <br /> leadership style, thinking <br /> style, emotional competence <br /> and career values<br />• Individual and group level <br /> data<br />TASK - ACTION<br />INTELLECTUAL - COMPLEX<br /><ul><li> Clear
  41. 41. Directive
  42. 42. Task Focused
  43. 43. Productive
  44. 44. Logical
  45. 45. Serious
  46. 46. Data driven
  47. 47. Thorough
  48. 48. Detailed</li></ul>Single focus<br />Decision Focus<br />PARTICIPATIVE - CREATIVE<br />SOCIAL - FLEXIBLE<br /><ul><li> Inquisitive
  49. 49. Listening
  50. 50. Involving
  51. 51. Analytical
  52. 52. Patient
  53. 53. Open
  54. 54. Informal
  55. 55. Outgoing
  56. 56. Humorous
  57. 57. Intuitive</li></ul>Multi focus<br />Satisfier<br />Maximiser<br />Information Use<br />
  58. 58. Provide in-depth feedback to each candidate on developmental suggestions<br />My role : Vice President, IT<br />My Feedback<br /><ul><li> Annual Performance </li></ul> Review<br /><ul><li> 360 Assessment on </li></ul> Competencies<br /><ul><li> Learning Agility results</li></li></ul><li>Development Philosophy - How leaders learn<br />Real development follows a 70-20-10 construct of effectiveness<br />Relative importance in developing global - readiness<br />Experiences 70% Developmental Experience, Exposure<br />Feedback / 20% Assessment, feedback, <br />coach coaching<br />Class room 10% Learning labs, portfolio of<br />learning development programs<br />
  59. 59. The Art and Science of Leadership Development<br />The “Art”<br />Facilitate transformational<br />learning using these elements:<br /><ul><li>Integrated assessments and self reflection
  60. 60. Continuous engagement
  61. 61. Challenging learners
  62. 62. Stimulating conversations
  63. 63. Integrated coaching
  64. 64. Leaders teaching leaders
  65. 65. Real-world business problems
  66. 66. Action learning
  67. 67. Experiential and metaphoric learning
  68. 68. Customer engagement</li></ul>The “Science”<br />Transformational learning occurs through:<br /><ul><li>Self examination and awareness
  69. 69. Exploring options/questioning assumptions
  70. 70. Disorienting dilemma that challenges one’s</li></ul> values and beliefs<br /><ul><li>Developing a plan to resolve the learning
  71. 71. Relating to others’ experiences
  72. 72. Acquiring new knowledge and skills to</li></ul> implement the plan<br /><ul><li>Making provisional efforts to try out new</li></ul> roles and obtain feedback<br /><ul><li>Reintegrating self into social situations</li></li></ul><li>Key questions to ask yourselves …<br /><ul><li> Are our corporate programs really delivering leader- </li></ul> readiness?<br /><ul><li> If we could spend our development dollars differently, </li></ul> what changes would we make?<br /><ul><li> How can we accelerate the development of leaders in </li></ul> India?<br />
  73. 73. The logic tree<br />Immediate outcomes<br />3-5 year benefits<br />1 year impact<br />• Improved quality of new hires<br />• Higher key talent retention rate<br />• Enhanced management <br /> effectiveness<br />• Lower executive failure rate<br />• Ability to staff growth initiatives<br />• Reduction in external hire : internal<br /> staffing ratio<br />• Reduction in hiring costs<br />• Fund additional growth initiatives<br />Proactive and targeted hiring<br />Clear understanding of readiness risks by critical roles<br />Retention plans for key talent<br />Development plans for key talent<br />Clear understanding of readiness risks by critical roles<br />Development Planning<br />Sharper strength – challenge matching for staffing decisions<br />Targeted assignments and career match<br />• ROI of 1200% over 3 years<br />• Top quintile companies at <br /> succession management <br /> outperform their industry by 22%<br />Clear understanding of readiness risks by critical roles<br />Injection of fresh ideas and ‘new blood’ from within<br />
  74. 74. Typical 3 year outcomes<br /><ul><li> 90 – 100 % retention rates for identified key talent
  75. 75. 30% of key talent pool move into critical target roles
  76. 76. Succession ratio (ratio of ready now candidates to critical roles) reaches 2.0 +
  77. 77. Executive failure rates outperform market averages (typically less than 10% against </li></ul> market average of 40%)<br /><ul><li> Ability to fund growth initiatives improves significantly – for every 5 high potentials </li></ul> identified, the organization can fund 1 additional high-growth project.<br /><ul><li> Success rates of hi-pos driven growth projects hover around 50%. So, for every 50 </li></ul> hi-pos identified, companies can reasonably expect to find success in 5 additional <br /> growth initiatives<br />
  78. 78. The intersection of “Strategy” and “Talent”<br />Leadership & Talent Consulting Practice<br />How do we position ourselves to win in the marketplace?<br />How do we attract, motivate and retain the right people?<br />Boards and Top Teams <br />Executive learning<br />Talent Management<br />Executive Selection and Succession<br />Change & Integration<br />Solutions for….<br />
  79. 79. What questions do we answer?<br />How do we build a strong governance model at the top and get the rightteam in place to make it work?<br />Where will our next generation of executives come from and how do we take them <br />through a learning journey to accelerate their entry into executives roles?<br />How can we upgrade our talent management infrastructure and capabilities to <br />build a truly talent centric organization?<br />How can we ensure the best fit in every role whenever we take an executive selection <br />(external hires) or succession (internal candidates) decision?<br />How can we assess, align, orient and engage our talent to navigate through structural <br />and cultural change?<br />

×