3M developed a new leadership competency framework to guide leadership development and succession planning amid changing business conditions. They convened HR professionals who developed a model through discussions with senior executives and managers. The final model identified 12 competencies to assess and develop leaders, focusing on capabilities needed for 3M's future growth. It would facilitate objective talent evaluation, development, and succession planning.
The ILGE PQ-21 Executive Education Diploma Programs are competency-based and conducted at the post-graduate level with a focus on helping executives, managers, and others at diverse organizational levels and functions become strong “leaders” capable of guiding their organizations to peak performance levels.
Today\'s leaders and their teams have immense responsibilities in their hands as their companies and organizations undergo significant changes. These intensive programs focus on building the most important ingredient for future success…..the enrichment and further development of the talents and in-born capabilities of current and future leaders in their organizations.
Today’s challenging work environments need "leaders" - not just "managers". These engaging and impactful programs help those participating become strong, agile, and empowering leaders. With increasing competition, a more demanding workforce, accelerating change, and increasing levels of stress, new leadership skills, mind-sets, and competencies need to replace obsolete ones. These Programs include challenging seminars designed specifically for the accomplished or high potential executive, manager, or professional. Their focus is to help participants reach their personal and corporate best. Lastly, these programs are one component of ILGE\'s new "PQ-21TM Change Model" that includes the "PQ-21TM Strategic Implementation Model (SIM)",
The specialist leaders of HR, IT, finance, and other functions have had their time, attention, and (in some cases) money freed up by more efficient practices. They now have the ability--and the mandate--to play a more influential role, especially when building capabilities. Instead of balancing services among all business units equally, or striving to be best in class in everything, they can become increasingly "fit for purpose," thinking and acting in line with the enterprise strategy.
While the demand for experienced leaders is high, companies find it challenging to manage talent strategically. The three key areas to ensure success are discussed in Talent Scorecard – How to ensure your company is managing talent strategically:
• Align business and talent strategies
• Look ahead, not behind
• Track the talent profile
The ILGE PQ-21 Executive Education Diploma Programs are competency-based and conducted at the post-graduate level with a focus on helping executives, managers, and others at diverse organizational levels and functions become strong “leaders” capable of guiding their organizations to peak performance levels.
Today\'s leaders and their teams have immense responsibilities in their hands as their companies and organizations undergo significant changes. These intensive programs focus on building the most important ingredient for future success…..the enrichment and further development of the talents and in-born capabilities of current and future leaders in their organizations.
Today’s challenging work environments need "leaders" - not just "managers". These engaging and impactful programs help those participating become strong, agile, and empowering leaders. With increasing competition, a more demanding workforce, accelerating change, and increasing levels of stress, new leadership skills, mind-sets, and competencies need to replace obsolete ones. These Programs include challenging seminars designed specifically for the accomplished or high potential executive, manager, or professional. Their focus is to help participants reach their personal and corporate best. Lastly, these programs are one component of ILGE\'s new "PQ-21TM Change Model" that includes the "PQ-21TM Strategic Implementation Model (SIM)",
The specialist leaders of HR, IT, finance, and other functions have had their time, attention, and (in some cases) money freed up by more efficient practices. They now have the ability--and the mandate--to play a more influential role, especially when building capabilities. Instead of balancing services among all business units equally, or striving to be best in class in everything, they can become increasingly "fit for purpose," thinking and acting in line with the enterprise strategy.
While the demand for experienced leaders is high, companies find it challenging to manage talent strategically. The three key areas to ensure success are discussed in Talent Scorecard – How to ensure your company is managing talent strategically:
• Align business and talent strategies
• Look ahead, not behind
• Track the talent profile
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
CEOs at the world’s most successful companies know that they can only safeguard their organization’s competitive future if they have the right leaders to develop and implement their strategy.
An Internationally accredited Leadership Diploma Program in collaboration with Nova Southeastern University, Fischler School of Education & Human Services, USA. Earning three (3) credits towards either: Doctoral Degree program, M. S. In Leadership Degree Program, or ILGE\\’s new Global Executive MBA (GEMBA) in Entrepreneurial Leadership and Change Degree Program. Program also credited towards ILGE\\’s Senior Level Executive Diploma Program and International CEU credits awarded as well.
This dynamic and challenging workshop focuses on the critical strategic leadership skills required for encouraging and sustaining positive organizational change. Focus will be on fostering a culture of quality and excellence resulting in more critical breakthrough thinking, energy and motivation, and sustained productivity of individuals and teams. You participate through simulations, interactive exercises and discussions to learn how to apply the powerful models to enhance personal and organizational performance outcomes. You will evaluate and benchmark your strategic leadership profile and its effectiveness as it relates to productivity, motivation, unit and job effectiveness, relations to higher-ups, and satisfaction. You will also assess yourself through the powerful “Strategic Leadership Styles Instrument (SLSI)”. Core senior-level executive competencies focused on include: strategic leadership, systems thinking, planning and change, full-spectrum whole brain thinking and analysis, and creativity and innovation.
Don’t miss the opportunity of the year happening in one of the world’s most dynamic cities. You are guaranteed a transformation in mind-set, 21st century leadership competencies, and roadmap to peak performance by attending two very unique immersion Programs coming to Dubai.
They are combined for the first time to present half of ILGE’s flagship - Senior Level Executive Diploma Program during the same week.
Join us for "Leadership Skills for the 21st Century" - October 15-16, Dubai, UAE. Part of ILGE’s Senior Level Executive Diploma Program.
followed by the second program -
Transformational Leadership and Change Oct. 17-20, 2012. Dubai, UAE. Part of ILGE’s Senior Level Executive Diploma Program.
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
CEOs at the world’s most successful companies know that they can only safeguard their organization’s competitive future if they have the right leaders to develop and implement their strategy.
An Internationally accredited Leadership Diploma Program in collaboration with Nova Southeastern University, Fischler School of Education & Human Services, USA. Earning three (3) credits towards either: Doctoral Degree program, M. S. In Leadership Degree Program, or ILGE\\’s new Global Executive MBA (GEMBA) in Entrepreneurial Leadership and Change Degree Program. Program also credited towards ILGE\\’s Senior Level Executive Diploma Program and International CEU credits awarded as well.
This dynamic and challenging workshop focuses on the critical strategic leadership skills required for encouraging and sustaining positive organizational change. Focus will be on fostering a culture of quality and excellence resulting in more critical breakthrough thinking, energy and motivation, and sustained productivity of individuals and teams. You participate through simulations, interactive exercises and discussions to learn how to apply the powerful models to enhance personal and organizational performance outcomes. You will evaluate and benchmark your strategic leadership profile and its effectiveness as it relates to productivity, motivation, unit and job effectiveness, relations to higher-ups, and satisfaction. You will also assess yourself through the powerful “Strategic Leadership Styles Instrument (SLSI)”. Core senior-level executive competencies focused on include: strategic leadership, systems thinking, planning and change, full-spectrum whole brain thinking and analysis, and creativity and innovation.
Don’t miss the opportunity of the year happening in one of the world’s most dynamic cities. You are guaranteed a transformation in mind-set, 21st century leadership competencies, and roadmap to peak performance by attending two very unique immersion Programs coming to Dubai.
They are combined for the first time to present half of ILGE’s flagship - Senior Level Executive Diploma Program during the same week.
Join us for "Leadership Skills for the 21st Century" - October 15-16, Dubai, UAE. Part of ILGE’s Senior Level Executive Diploma Program.
followed by the second program -
Transformational Leadership and Change Oct. 17-20, 2012. Dubai, UAE. Part of ILGE’s Senior Level Executive Diploma Program.
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
In today\'s ultra-competitive workforce, your business can\'t afford NOT to have a business mentoring program. After all, the skills of your company’s executives and employees are your most valuable assets. Corporate mentoring programs provide a means of cultivating those skills throughout your organization. This translates into talent retention (instead of turnover), happier employees and management, and a healthier bottom line. Check out our sales presentation to learn more about what a corporate mentoring program can mean to your company.
Trimble 2
David Harrison-Trimble
HRM-587
Professor Derek Crews
Week 2- Images of Change
Change Analysis
Management and leadership in an organization is very crucial and in most cases, the way a company is managed will in a huge way dictate the extent to which the company will be successful and how the company will generally run. Management is vital when achieving group goals, in the establishment and continuation of an organization and in establishing a sound organization. ("Importance Of Management"). The culture of an organization is usually developed from the kind of management that exists. When current leadership of the organization is not working as expected, people embrace change in leadership positions in a bid to improve the organization. Taking a look at two American global aerospace and defense technology companies, that is Lockheed Martin and Northrop Grumman, an analysis of the changes in leadership and how those changes have impacted the company will be analyzed to better understand the concept of change in leadership. ("Importance Of Management")
Lockheed Martin has changed some of its policies in leadership. They have effected new requirements to help better select their leaders.
They abolished their old way of selecting leaders which was looking for the person with the best academic qualifications. With the new changes, leaders are chosen under four more stringent leadership imperatives. The four new imperatives include;
Capability of the leader to energize their teams into working while motivated
The ability of the leader to develop successful relationships that may help the organization. The relationships are both outside and within the company.
The ability of the leader to focus on the future and develop plans for the future
The ability of the leader to model integrity, personal excellence and accountability. ("Lockheed Martin: Changing The Culture Of Leadership")
The company has ensured that the new imperatives are met by their leaders through several methods including; providing classes to teach the leaders and offering training to these potential leaders. The new program for selecting leaders has greatly helped the organization as it has successfully provided potential leaders with the required training and skills that will guide them to be successful in their endeavors in leadership. The program has also helped the company prune out the personnel that lack adequate skills to run the company and lead the workforce of the organization to work as a collective team rather than as individuals. ("Lockheed Martin: Changing The Culture Of Leadership")
When we look at Northrop Grumman, it has also undergone some leadership changes just not in the same ways as Lockheed. At the end of 2015 they announced that they were undergoing some major organization and leadership changes. ("Northrop Grumman Corporation: News And Events - News Release")
Some of the changes include; streamlining 4 sectors to 3 and hiring of a new ...
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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3 msleadershipcompetencyframework
1. CORPORATE LEADERSHIP COUNCIL DECEMBER 2000
www.corporateleadershipcouncil.com
CASE PROFILE
3M’s Leadership
FEATURED COMPANY Competency Framework
EXECUTIVE SUMMARY
MINNESOTA MINING AND ! In the face of complex competitive pressures, 3M required an
COMPANY:
MANUFACTURING CO. (3M) up-to-date leadership model to guide targeted leadership
development across its diverse businesses and a strong succession
HEADQUARTERS: ST. PAUL, MINNESOTA
planning process to secure future corporate leadership.
INDUSTRY: MANUFACTURING ! 3M involved its senior executives and leadership talent in the
development of a global framework of leadership competencies
1999 EMPLOYEES: 71,000 specific to 3M’s business, vision and values.
! The model’s identified competency areas, framework and
1999 SALES: $15.7 BILLION behavioral anchors now facilitate leadership assessment and
development and the executive succession planning process.
CHALLENGE AT HAND Although 3M had developed a leadership competency model in the
mid-1980s, a review of this model against more recent literature
In the mid-1990s, 3M faced significant structural changes to the showed that the identified competencies needed to be updated —
business environment in which it operated. Globalizing markets, particularly with respect to changes in leadership philosophy to
rapid changes in product and information technologies, and a critical address the rapidly-changing global business environment — for the
need for organizational agility refocused attention on the nature of company to be able to pursue its growth plans.
corporate leadership. In addition, these structural changes,
particularly globalization, have impacted the type of leadership Issue #2 — Facilitating Leadership Succession
capabilities required for organizational success.
3M faced a second challenge in relation to its leadership team. The
3M faced two challenges in particular: first, to update its model of company has a policy of promoting from within in order to ensure
corporate leadership and cultivate the leadership talent necessary for that individuals filling leadership positions possess the broad
growth; and second, to improve the effectiveness of its succession understanding of 3M’s diverse businesses to provide effective
planning process to ensure capable leaders are properly deployed in executive leadership. It was therefore critical not only that the
the organization. These challenges are described below. company’s leadership development process was properly targeted,
but that succession planning was carefully managed.
Issue #1 — Stewarding Future Growth
Recent research indicates that the use of competency models as a
In order to survive competitive pressures and grow the company, 3M basis for objective talent assessment and succession planning is a
required strengthened leadership, both in the contemporary senior common practice in large organizations. A Leibman Associates
management cohort and in the pool of high-potential leadership study of the practices of over 100 Fortune 500 companies showed
talent. As advocated by the quote below, one approach to ensuring that approximately two-thirds had developed explicit leadership
the development of skills and behaviors that support corporate competencies.2
objectives is the creation of a model that describes the organization’s
desired competencies. 3M had need of a company-specific, but company-wide, leadership
profile on which to base objective assessment of leadership potential,
"To be effective, the development of workplace and managerial identification of development needs and probable career-pathing.
skills must reflect the current and projected needs of the
organization. It is a critical responsibility… to identify the core Objectives of the new leadership competency profile were:
competencies of the enterprise and to ensure that the
competencies required by managers, specialists and the ! To accurately assess leadership capability
workforce in general are adequate and appropriate."1 ! To more effectively develop talent within the organization
! To select and place leaders into key positions
— Pickett, Les. “Competencies and Managerial Effectiveness:
Putting Competencies to Work”
2000 CORPORATE EXECUTIVE BOARD PAGE 1
CATALOG NUMBER: CLC12NLK2
2. CORPORATE LEADERSHIP COUNCIL DECEMBER 2000
3M’s Leadership Competency Framework
HR SOLUTION Critically Reviewing Established Competencies
In 1995, 3M convened a global conference of HR professionals to The project team used the identified stakeholder groups heavily in
position leadership selection, assessment and development as the reviewing 3M’s current set of competencies and revising them to
primary HR priorities for the company. At the conclusion of the reflect the company’s current business environment. These groups’
conference, two HR professionals were identified to lead a team in roles in critical stages of the competency model development process
creating initiatives aimed at competency-based leadership are outlined below.
development. The first step was the creation of a global leadership ! Ensuring fit of new competencies with leadership philosophy
competency framework that would describe and drive the type of Project leaders met individually with each member of the
leadership required by the company. Executive Resources Committee to review current competency
materials and discuss leadership philosophy, business complexity
Identifying Stakeholders and language.
In keeping with best practices identified in literature regarding ! Building consensus for the leadership model
competency-modeling,3 3M included in its leadership analysis those The project leaders also presented several drafts of the competency
individuals who shape the positions targeted by the model: in this model to the Human Resources Policy Committee. Discussion
case, the members of the executive leadership team. surrounding the phrasing and interpretation of the competency
definitions helped clarify leadership philosophy and facilitated
In order to ensure that the model would accurately illustrate the true consensus-building.
leadership needs of the organization, the project leaders worked with
three groups of senior managers to create, review and edit the At the end of this process, the group had made several revisions to
evolving competency model development. These groups would also competency labels and definitions (See Figure 1 for examples) and
determine when it was appropriate to move to the next stage in finalized a set of 12 identified leadership competencies.
4
implementing the leadership development and succession processes
and tools that would be built upon the competency framework. The Creating a Framework for Revised Leadership Competencies
three groups were:
The company further refined the model by organizing the 12
! Executive Resources Committee (ERC) identified competencies into a framework that described how these
CEO, business unit Executive Vice Presidents (EVPs) and HR competencies might be developed over time.
Vice President (VP). Responsible for selection and development
of individuals in the top 500 positions at 3M. A group of HR practitioners from across 3M’s global operations
! Human Resources Policy Committee distinguished ‘fundamental,’ ‘essential’ and ‘visionary’ clusters of
Market EVPs, HR VP and several VPs of corporate service competencies that would help clarify the applicability of the model to
functions. Mandates policies with human resources impacts. experienced, junior or potential future leaders. The twelve
competencies and the competency framework are described in detail
! Operations Committee in Figure 2 overleaf.
CEO and 13 direct reports. Oversees 3Ms operations and approves
the formation or restructuring of staff or operating units.
4
FIGURE 1: REVISIONS TO LEADERSHIP COMPETENCIES AT 3M
Original Competency Revised Competency
Rationale for Change
Label Label
! The use of ‘nurturing’ highlights the importance of proactively creating an environment in
Innovation Nurturing Innovation which staff can freely exchange ideas, challenge the status quo and learn from failures
! Emphasises leader’s role of mentoring idea originators through all stages of a product’s life
! Stresses the importance of delivering results; avoiding the implication that growth should be
Business Health and pursued at all costs
Business Growth
Results
! Encourages leaders to manage all organizational subsystems to be ‘vibrant and flexible’
! The removal of ‘systemic’ was intended to avoid the perception that the competencies were
Systemic Change Integrated Change expressed with jargon
! The term ‘integrated’ would be more clearly and widely understood
Capable of Handling ! Acknowledges the existence of paradoxical leadership situations
Effective Analysis of
Multiple, Complex and
Complex Situations
Paradoxical Situations ! Introduces the concept of using judgment in leadership
! Highlights the reciprocal nature of the feedback process, to overcome the one-way, top-down
Feedback and Gives and Seeks Open and implications of the original statement
Reinforcement Authentic Feedback
! The term ‘authentic’ communicates the expectation of candor
2000 CORPORATE EXECUTIVE BOARD PAGE 2
3. CORPORATE LEADERSHIP COUNCIL DECEMBER 2000
3M’s Leadership Competency Framework
HR SOLUTION (CONTINUED) The expression of the competencies as outcomes allows direct
demonstration, observation and assessment. In addition, 3M’s work
3M’s leadership competency framework reflects several with senior executives in the development stages ensured that the
recommendations from literature regarding the construction of a model reflects a third best practice: the competencies are expressed in
useful competency model, including relating the competencies to language that is familiar to those people who will make use of the
realistic workplace practices and expressing them as outcomes rather tool.
6
than as procedures.5
FIGURE 2: 3M’S LEADERSHIP COMPETENCY FRAMEWORK6
Fundamental Leadership Competencies Essential Leadership Competencies Visionary Leadership Competencies
Fundamental competencies are those Visionary competencies are those which 3M
which an individual may possess at the Essential competencies are those that leaders must possess to assume increased
time of hire, but which will develop further the individual will develop as he becomes levels of responsibility. They enable leaders
as the individual progresses through responsible for a functional unit or department. to look beyond their locus of control and add
successive management positions. perspective to their leadership decisions.
Ethics and Integrity Customer Orientation Global Perspective
! Exhibits uncompromising integrity and ! Works constantly to provide superior value ! Operates from an awareness of 3M’s
commitment to 3M’s corporate values, to the 3M customer, making each global markets, capabilities and
human resource principles and business interaction a positive one. resources.
conduct policies. ! Exerts global leadership and works
! Builds trust and instills self-confidence Developing People respectfully in multicultural environments
through mutually respectful, ongoing ! Selects and retains an excellent workforce to 3M’s advantage.
communication. within an environment that values diversity
and respects individuality. Vision and Strategy
Intellectual Capacity ! Promotes continuous learning and the ! Creates and communicates a customer-
! Assimilates and synthesizes information development of self and others to achieve focused vision, corporately aligned and
rapidly, recognizes the complexity in issues, maximum potential. engaging all employees in pursuit of a
challenges assumptions and faces up to ! Gives and seeks open and authentic common goal.
reality. feedback.
! Capable of handling multiple, complex and Nurturing Innovation
paradoxical situations. Communicates Inspiring Others ! Creates and sustains an environment that
clearly, concisely and with appropriate
! Positively affects the behavior of others, supports experimentation, rewards risk-
simplicity.
motivating them to achieve personal taking, reinforces curiosity and challenges
satisfaction and high performance through the status quo through freedom and
Maturity and Judgment a sense of purpose and spirit of openness without judgment.
! Demonstrates resiliency and sound cooperation. ! Influences the future to 3M’s advantage.
judgment in dealing with business and ! Leads by example.
corporate challenges.
Building Alliances
! Recognizes when a decision must be made Business Health / Results ! Builds and leverages mutually beneficial
and acts in a considered and timely manner.
! Identifies and successfully generates relationships and networks, both internal
! Deals effectively with ambiguity and learns product, market and geographic growth and external, which generate multiple
from success and failure. opportunities, while consistently delivering opportunities for 3M.
positive short-term business results.
! Continually searches for ways to add Organizational Agility
3M includes this fundamental value and to position the organization for
competency to remind leaders that the ! Knows, respects and leverages 3M’s
future success. culture and assets.
company expects sound judgment from
those in whom it places trust, and that ! Leads integrated change within a
this should be demonstrated to the staff. 3M intends this competency definition to business unit to achieve sustainable
focus leaders on building an enterprise that competitive advantage.
creates profit and generates business with ! Utilizes teams intentionally and
the ultimate objective of delivering an appropriately
attractive return on shareholder investment.
By including this competency, 3M aims to
develop leaders who can “see around
corners” to anticipate changes in market
conditions and proactively position the
company for future competitive advantage.
2000 CORPORATE EXECUTIVE BOARD PAGE 3
4. CORPORATE LEADERSHIP COUNCIL DECEMBER 2000
3M’s Leadership Competency Framework
HR SOLUTION (CONTINUED) Linking the Leadership Competency Model to Leadership
Development and Succession Planning
Anchoring Leadership Competencies in Behaviors
The three primary applications of 3M’s new leadership competency
In order to ensure that the organization could utilize the competency model are presented below:
model effectively for the purposes of assessment, development
planning and succession planning, it was important to ‘anchor’ the ! Leadership Talent Review Tool
identified competencies in observable leadership behaviors. This In order to build the use of the competency framework into a talent
would enable current executives to pinpoint which aspects of review process, the project team designed a personal interview
leadership they were delivering on, what their development needs process that asked senior executives to rate the degree of
were, and would clarify for more junior employees the paths to competence of each of their direct reports (against the identified
executive roles at 3M. behavioral anchors) as “not a strength”, “sufficient” or “a
strength.” In a pilot program, the members of 3M’s Operations
The project team’s objective was to describe, in behavioral terms, Committee rated their direct reports, a total of 70 individuals. The
what is a high degree of leadership competence. In order to identify CEO then led a review of leadership talent among this group at a
relevant behaviors at different levels of competence, the global HR monthly meeting of the company’s Executive Resource Committee.
team conducted critical incident interviews with 70 executives across This talent review is now an annual process at 3M.
3M’s operations.
! Targeting Leadership Talent Development
Critical incident interviewing is a long-established method of 3M’s comprehensive competency model helps executives to
identifying the characteristics of effective job performance. consistently communicate to the employee population the
Individuals in the position being analyzed are asked to identify competencies and behaviors that 3M expects its future leaders to
behaviors or activities that can be demonstrated to be critical to either display. Current and potential leaders and their managers have a
effective or ineffective performance.7 clear view of those criteria against which their performance will be
judged and can take targeted action to gain experience and improve
The process used by 3M to identify definitive behaviors indicating in these areas. Employee performance is assessed against the
leadership competency is described below.8 competency model and individuals receive feedback on their
strengths and needs.
1. Members of the global HR team met in pairs with individual
participating executives and discussed with them descriptive ! Long-Term Leadership Succession Planning
examples of individuals or incidents associated with a high degree 3M examines potential appointments to leadership positions by
of competence in two of the identified competency areas. considering individuals’ strengths against the competency model,
on the basis that high-potential employees who consistently exhibit
2. The discussion yielded a range of behaviors associated with each effective leadership behaviors will progress to leadership career
of the two competencies. paths. This progress is validated and closely monitored by
3. The team identified three to five of the revealed behaviors — observing business results and the results of objective performance
which were observable on the job and generalizable across the assessments, and the company provides appropriately targeted
world’s regions and markets — as definitive indicators of high- developmental opportunities to allow individuals to refine their
level leadership competence. leadership competencies with the objective of fulfilling the profile
specified by the competency model.
As an illustrative example of the types of behaviors that were
identified at 3M, the anchors for the ‘global perspective’ competency
are presented in Figure 3.9 LESSONS LEARNED
FIGURE 3: BEHAVIORAL ANCHORS FOR 3M has not published results directly attributable to the creation of its
‘GLOBAL PERSPECTIVE’ LEADERSHIP COMPETENCY
9 leadership competency framework. However, the company’s
leadership development executives perceive that the model has been
! Global Information Sourcing — Respects, values and leverages well-received internally, and are confident that it will deliver tangible
other customs, cultures and values. Uses a global management results. Because the competencies and behaviors in the framework
team to better understand and grow the total business; able to are articulated with reference to 3M culture and values, development
leverage the benefits of working in multicultural environments. executives believe the newly-developed competency model to have
! Global Resourcing — Optimizes and integrates resources on a “vitality and relevance” for those using it.10
global basis, including manufacturing, research and businesses
across countries, and functions to increase 3M’s growth and "[Although] much work remains to be done… we are well on the
profitability. way to deepening bench strength and developing stronger
! Global Customer Orientation — Satisfies global customers and incumbent leaders. With further development of leadership and
markets from anywhere in the world. talent assessment and succession applications, 3M leaders
expect the extra time invested in customizing these solutions to
! Global Awareness — Actively stays current on world economies, result in measurable business success."11
trade issues, international market trends and opportunities.
— 3M Executive Director of Selection, Assessment and Leadership
Development, and Development and Measurement Center Manager
2000 CORPORATE EXECUTIVE BOARD PAGE 4
5. CORPORATE LEADERSHIP COUNCIL DECEMBER 2000
3M’s Leadership Competency Framework
1
Les Pickett. “Competencies and Managerial Effectiveness: Putting Competencies to Work,” Public Personnel Management (22 March 1998). (Obtained through Lexis-Nexis).
2
Cited in Faye Cope, “Current Issues in Selecting High Potentials,” Human Resource Planning (January 1998). (Obtained through Dow Jones Interactive).
3
Stephanie Craig, “Using Competencies in Career Development,” in Designing and Achieving Competency, 1992, McGrw-Hill (UK).
4
Margaret Alldredge and Kevin Nilan, “3M’s Leadership Competency Model: An Internally Developed Solution,” Human Resource Management Vol. 39, Nos. 1 and 2 (Summer/Fall 2000).
5
Les Pickett. “Competencies and Managerial Effectiveness: Putting Competencies to Work.”
6
Margaret Alldredge and Kevin Nilan, “3M’s Leadership Competency Model: An Internally Developed Solution.”
7
Rajvinder Kandola and Michael Pearn, “Identifying Competencies,” in Designing and Achieving Competency, 1992, McGrw-Hill (UK).
8
Margaret Alldredge and Kevin Nilan, “3M’s Leadership Competency Model: An Internally Developed Solution.”
9
ibid.
10
ibid.
11
ibid.
PROFESSIONAL SERVICES NOTE
The Corporate Leadership Council has worked to ensure the accuracy of the information it provides to its members. This project
relies upon data obtained from many sources, however the Council cannot guarantee the accuracy of the information or its analysis in
all cases. Further, the Council is not engaged in rendering legal, accounting or other professional services. Its projects should not be
construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to
consult an appropriate professional. Neither the Corporate Executive Board nor its programs are responsible for any claims or losses
that may arise from any errors or omissions in their reports, whether caused by the Corporate Executive Board or its sources. The
views expressed herein by third-party sources do not necessarily reflect the policies of the organizations they represent.
2000 CORPORATE EXECUTIVE BOARD PAGE 5