The document discusses effective strategies for managing leadership talent, offering practical tools to assess and bridge talent gaps within organizations. It emphasizes the importance of engagement, measurement, and aligned development methods to elevate performance management. Additionally, it highlights the responsibilities of line management in talent management and ways to foster a culture of continuous improvement and adaptability in leadership roles.

1. Managing Leadership Talent Tim Coburn Flourish Ltd Visiting Fellow at Nottingham Business School International Centre for Talent Management and Development February 2009

2. What to expect Responsible for talent? This is for you Practical tools and things that work Use it to check what you’re doing

3. STRATEGIC DECISIONS FIND CUSTOMER REQUIREMENTS PERFORMANCE MANAGEMENT PLUS ENGAGE DEVELOP MOVE MEASURE Talent Management

4. Start here Who is your customer? What is on their mind? What do they need from you? How will they measure your success?

5. It’s 5 things, done well Practical tools for managing talent: Measure Find Engage Develop Move

6. Measure

7. Measure Your Talent Gap: Tool 1 * Data are illustrative only and do not represent any organisation. ROLES MD Ops D Sales D Dist D FD HRD POSITIONS 4 12 6 6 3 17 READY NOW 1 7 10 8 1 24 RATIO 1:1 1:1 1:1 1:1 1:1 1:1 TARGET 4 12 6 6 3 17 NET SUPPLY (3) (5) 4 2 (2) 7 TOTAL 48 51 1:1 48 3 GAP + 3

8. Review Advantages? Limitations?

9. Review Advantages Quick and easy to prepare Data evidence builds confidence Helps to spot gaps for critical roles Limitations No data on current incumbents Relies on reliability of succession plans Based more on numbers than capability

10. Measure Your Talent Gap - Tool 2 * Data are illustrative only and do not represent any organisation. ROLES MD Ops D Sales D Dist D FD HRD POSITIONS 4 12 6 6 3 17 READY IN 3 YRS 0 7 2 12 8 3 RATIO 2:1 2:1 2:1 2:1 2:1 2:1 TARGET 8 24 12 12 6 34 NET SUPPLY (8) (17) (10) 0 2 (31) TOTAL 48 32 2:1 96 (64) GAP - 64 Long Term Planning

11. Review Additional Advantages? Additional Limitations?

12. Review Additional Advantages Provides long term view - a look down the pipe Points to strategic importance of talent Shows who is/is not managing talent well Encourages line accountability for talent Additional Limitations No data on likely shape of future organisation No data on when replacements are required Based only on internal supply

13. Measure Your Talent Gap - Tool 3 * Data are illustrative only and do not represent any organisation. Will all transfer? Probably not Currently Open Estimate 2% (12) Expected Retirements Age 58+ 3% per yr (54) Expected Deleted Positions 10% This Yr 60 Expected New Positions 2% pa (36) 2008-11 ‘ Talent’ Positions to Fill (192) Expected Normal Turnover 5% per yr (90) No. of ‘ Talent’ Positions 2008 600

14. Review Additional Advantages? Additional Limitations?

15. Measure: Review Additional Advantages Anticipates employee & organisation changes Measures overall demand Supports business case for investment Additional Limitations Historical trend does not predict the future Employability of people in deleted roles Still not addressing capability needs

16. Find

17. Big question Leadership talent? What exactly, are you looking for? Let’s try an experiment…

18. Experiment Think of 3 people from different walks of life who show great leadership talent Not professional, technical, sporting or artistic excellence Generic ability that differentiates their leadership from others’

19. What’s it about? 3 abilities that differentiate them How well they…. How effectively they… How consistently they…

20. Research says it’s about How well you think How well you influence others How hard you try How well you adapt to change How confident you are Source: Independent Research/Review of Literature undertaken on behalf of Rolls-Royce plc, 2006 Judgement Breadth Persuade Take others with you Deliver results Determination Innovative Willing to change/seek change Learn from experience Initiative Courage

21. Out of interest How do you define leadership talent in your organisation?

22. Know what you’re looking for Identify what differentiates - in your organisation Ask and involve those who really know Look at the research and combine the two Select 3 - 5 factors as behavioural indicators Define evidence statements in simple language Test and agree with line management Communicate and train managers to know what it means - they are responsible for finding it

23. Deploy to find or draw it out In Recruitment Job adverts, role descriptions, leadership brand In Selection Criteria for jobs, promotion, talent pools, succession plans, development centres and programmes In Development In individual development planning, programme design, coaching In Performance Management 360 feedback, behavioural performance review In Reward Recognition schemes, leadership awards

24. Find: Review How does your current approach align to the research? What improvements could you make?

25. Engage

26. The Case for Engagement is High Companies with Achieve more than And more than High Employee Engagement 5% greater Operating Margin 3% greater Net Profit Margin Source: ‘Closing the Engagement Gap’, Towers Perrin, 2008

27. But, so is Engagement is improved by many things pay vision and values brand boss culture purpose job itself security work-life balance Performance And we use Performance Management to deal with that

28. So, why not add And call it Engagement Performance Management Performance Management Plus to + =

29. Performance Management Plus Perform Develop Perform Develop Engage From this To this Performance Management Performance Management Plus Like Performance and Development, Engagement is a management responsibility. It’s part of the same Conversation

30. Efficient integration Perform Develop Engage explain the corporate landscape understand what personally motivates make the vital connection and listen, align and adapt set performance objectives review progress give performance feedback and reward identify capability gaps build development plans give development feedback and coach

31. Engagement Tool for Line Managers What the future here looks like Where I believe we need to be Why it’s important we get there Why it matters to me How we want to engage you 1. Leader describes a realistic corporate landscape What my future looks like Where I believe I want to be Why it’s important I get there Why it matters to me How I need to be more engaged 2. Employee explains what motivates and engages them What our customers need from us both How the work we need to do can engage me How the organisation can help me do my best What more we need from each other How we can fill any gaps in engagement 3. Leader and employee make the vital connection Listen, align and adapt It starts here 4. They both work at improving engagement

32. Engage: Review The benefits of engagement are high How are you engaging leadership talent? Who is responsible? What more can be done?

33. Develop

34. Your experience? Where is most investment? … … … What is most effective? … … … In your experience, how do organisations develop leadership talent?

35. Source: ‘How Executives Grow’ McKinsey Quarterly, 2000 Importance to Personal Development: Rated ‘Absolutely Essential’ or ‘Very Important’ Effectiveness of Company: Rated ‘Excellent’ or ‘Very Good’ 0 10 20 30 40 50 60 70 80 90 0 10 20 30 40 50 60 70 80 Way Jobs are Structured Special Projects Speed of Job Moves Role Models Told Strengths & Weaknesses Informal Coaching and Feedback 360 Feedback Mentoring Traditional External Training Traditional Internal Training Non traditional Learning Individual Learning Formal Performance Evaluation Job Rotation Development Plans Outside Testing THE JOB ITSELF FEEDBACK & COACHING FORMAL TRAINING KEY

36. What do you think? The case for ‘the job’ + feedback is clear Is the shift to coaching getting results? It depends on the coaching

37. Coaching and Feedback What have you learned from experience? What is emerging as ‘good practice’?

38. Develop: A Coaching Tool Identify the behaviour you need to improve Choose colleagues you respect and get them involved Ask them for advice on how to do better Listen, understand and decide what to do Make an action plan and implement it Ask for feedback, advice and support Practice to make it consistently good Review your results with the colleagues involved Thank them for their help and start over again… With acknowledgements to Marshall Goldsmith, www.marshallgoldsmithlibrary.com

39. Essentials for Success Leader wants to improve Focus on 1 (no more than 3) behaviours Respected colleagues are invited and agree to take part Colleagues give constructive feedback Coach ensures the quality of the process Use data as a reference point for progress

40. Initial Assessment 1 st Review 2 nd Review Leadership Development Progress Review with Colleagues Behaviour to Develop Medium High Low Very Low Very High 0 1 2 3 4 0 1 2 3 4 0 1 2 3 4

41. Initial Assessment 1 st Review 2 nd Review Leadership Development Progress Review with Colleagues Behaviour to Develop Medium High Low Very Low Very High 0 1 2 3 4 0 1 2 3 4 0 1 2 3 4

42. At Least 3 Good Meetings Meeting 1 – Client and Coach Learn about the coaching process, decide what you want to improve, choose colleagues to involve and plan how to get initial feedback and advice. Meeting 2 – Client, Colleagues and Coach Review feedback with colleagues, choose 1-3 behaviours you want to improve, rate your current effectiveness and agree an action plan. Implement the plan. Ask for feedback as you go Meeting 3 – Client, Colleagues and Coach Listen to feedback about the progress you have made, rate effectiveness again, plan further improvement actions and evaluate the coaching process

43. Coaching Tool: Review Advantages? Limitations?

44. Coaching Tool: Review Advantages Leader decides ‘just one thing’ to improve Colleagues make it a team effort Accountability is high for everyone involved Results happen quickly Limitations Team involvement subject to availability Complex issues will take longer

45. Move

46. What’s the goal? KEY ROLE KEY TRANSITION MANAGE SELF MANAGE OTHERS MANAGE MANAGERS MANAGE A FUNCTION MANAGE A BUSINESS GROUP EXECUTIVE MANAGE THE ENTERPRISE LEADERSHIP TRANSITIONS Source: ‘The Leadership Pipeline’, 2001 by R Charan, S Drotter, J Noel

47. Shift From: ‘ Dive and catch’ To: ‘ Ready on time’

48. Move: Goal A good supply of capable leaders Right people into the right roles Owned by line management Reward for the ‘generators of talent’

49. Move: How? Generic career roadmaps - for key roles Customised career roadmaps - for key talent Minimum critical requirements eg ‘2+2+2’ 2 Businesses, 2 Functions, 2 Regions Company goal and Employee aspiration Agreed by Executives, enabled by HR Mitigate hoarding with Rules of Engagement ‘ If ready, right for the job and willing to move, they move!’

50. Move: Review How to get line management doing it? How do you reward talent management?

51. STRATEGIC DECISIONS FIND CUSTOMER REQUIREMENTS PERFORMANCE MANAGEMENT PLUS ENGAGE DEVELOP MOVE MEASURE Talent Management

52. How are you doing?

53. Quick Assessment Tool Use the following Questions to check your approach to Talent Management If you can’t say Yes to the whole question, the best answer is No Guide

54. How are you doing? 1. Do you have an agreed business case to support the organisation’s targeted investment in talent management? 2. Is your leadership team engaged and are they actively championing talent management activity? 3. Do you know the job roles or employee groups for which you need a strong supply of talented people? 4. Do you have a measurement tool for identifying talent gaps and requirements in our organisation? YES NO

55. How are you doing? 5. Do you have a data-based measurement of the talent requirements of our organisation? 6. Do you have standard tools , processes and talent management practices to ensure a consistent approach? 7. Do you know the behaviours that differentiate the talent you need and are they used well in selection, development and performance management? 8. Do leadership teams manage job moves to match the right people to the right roles? YES NO

56. How are you doing? 9. Do your talented people have development plans that maximise potential through learning and job experience? 10. Are your managers equipped to engage the talented people they lead as part of their management role? 11. Are managers measured, recognised and rewarded for their achievements in managing and developing talent? 12. Do your employees know the talent you want and do they have the opportunity to show and develop it? YES NO

57. How are you doing? What are your priorities? How will you work on them?

58. For more information: www. flourishltd .com tim . [email_address] .com Flourish provides solutions for: Executives Leaders HR business partners Consultants, coaches and facilitators We have expertise in: Leadership Development Talent Management Employee Engagement Organisation Development Tim Coburn has more than 20 years experience in senior positions at the BBC, Motorola and Rolls-Royce in talent management, leadership development, OD and learning and development. He is Managing Director of Flourish, a specialist provider of high value performance and development solutions. He is a Visiting Fellow at the International Centre for Talent Management and Development at Nottingham Business School, England.