Organizations are looking for ways to increase their competitive advantage and have often looked into developing technological advancements. The reality is that human capital must be a key consideration and developing a sustainable leadership pipeline is a critical functions organization and business leaders must consider. This slide deck talks about the challenges faced by organizations and how leaders can be intentional in creating their leadership pipeline

1. Creating a Leadership
Pipeline with PMETs

2. TRAINED & PROFILED MORE THAN
TOP
ASIA
PROFILE
C O M P A N Y
C OU NTR I E S
A N D G R O W IN G
MPLIFY is a training and consultancy firm that
specializes in the helping organizations develop
talents and create impactful and productive
organizational culture.
We specialized in using evidence-based methods
and tools in the assessment and development of
human capital in order to help organizations gain
competitive advantage in their industry.
Services Offered
• Strategic Planning Consultancy
• Leadership Pipeline Design and Development
Consultancy
• Organization Culture Design and
Development
• Analysis of Organizational Behaviour and
Culture
Contact us at melvinchia@mplify.co for
a discussion on how to empower your
team effectively

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may not be reproduced or used in any manner whatsoever
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Leadership
Development
Skills Development
Skills Assessment
Recruiting Talents
Team Building
Talent Management
Priorities
LEADERSHIP
I N T R O D U C T I O N
L A N D S C A P E
Source: Right Management, “Talent Management: Accelerating Business Performance:
Global Trends, Challenges and Priorities.” July 2014.

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may not be reproduced or used in any manner whatsoever
without the express written permission of the author.
of companies
surveyed are
worried about
their leadership
pipeline
Source: Global Human Capital Trends 2015, Deloitte.
Greatest worry of
Companies
LEADERSHIP
I N T R O D U C T I O N
L A N D S C A P E

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may not be reproduced or used in any manner whatsoever
without the express written permission of the author.
Enterprise
Managers Group
Managers
Functional
Managers
Individual
Contributor
First line
Managers
Manager
of
Managers
Business
Managers
Leadership
Pipeline
LEADERSHIP
I N T R O D U C T I O N
L A N D S C A P E

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may not be reproduced or used in any manner whatsoever
without the express written permission of the author.
“The Art of
Mobilizing
others to want
to struggle for
Shared
Aspirations”
LEADERSHIP
I N T R O D U C T I O N
D E F I N I T I O N
Jim Kouzes &
Barry Posner

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may not be reproduced or used in any manner whatsoever
without the express written permission of the author.
Model the Way
Clarify values
by finding your voice and affirming
shared values.
Set the example
by aligning actions with shared
values.

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may not be reproduced or used in any manner whatsoever
without the express written permission of the author.
Inspire a Shared Vision
Envision the future
by imagining exciting and ennobling
possibilities.
Enlist others
in a common vision by appealing to
shared aspirations.

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may not be reproduced or used in any manner whatsoever
without the express written permission of the author.
Challenge the Process
Search for opportunities
by seizing the initiative and by
looking outward for innovative ways
to improve.
Experiment and take risks
by constantly generating small wins
and learning from experience.

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may not be reproduced or used in any manner whatsoever
without the express written permission of the author.
Enable Others to Act
Foster collaboration
by building trust and facilitating
relationships.
Strengthen others
by increasing self-determination and
developing competence.

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may not be reproduced or used in any manner whatsoever
without the express written permission of the author.
Encourage the Heart
Recognise contributions
by showing appreciation for individual
excellence.
Celebrate the values and victories
by creating a spirit of community.

12. Workplace Engagement
How much engagement is accounted for by individual
demographics?
1. Age
2. Gender
3. Country
4. Education
5. Tenure
6. Position
7. Function
8. Industry
9. Size of Organization
All 9 variables
combined
account for:
Source: Barry Posner, “Bringing the Rigor of Research to the Art of Leadership:
The Five Practices of Exemplary Leadership and the Leadership Practices Inventory,” 2015

13. 95.8% OF DIRECT REPORTS HIGHLY ENGAGED*
When Leaders “Very Frequently” or “Almost Always” use the Five Practices
4.2% OF DIRECT REPORTS HIGHLY ENGAGED*
When Leaders don’t use the Five Practices More Than “Once in a While”
*In the top third of the Direct Report distribution in the LPI
22.8x
Impact of The Five Practices of Exemplary Leaders on the
engagement levels of Direct Reports

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may not be reproduced or used in any manner whatsoever
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Leaders and Engagement
create
Leaders Culture Company
drives

15. ENABLE
OTHERS TO ACT

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may not be reproduced or used in any manner whatsoever
without the express written permission of the author.
Keeping in the Flow

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may not be reproduced or used in any manner whatsoever
without the express written permission of the author.
Keeping in the Flow

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may not be reproduced or used in any manner whatsoever
without the express written permission of the author.
Assessing Potential
Potential
Performance
Dilemma
Core
Employee
Under
Performer
Effective
MidLow
MidLow
Enigma
Growth
Employee
High
High Impact
Performance
Trusted
Professional
High
Future Leader
Job re-design
Coaching
Manage Out
Recognize and Develop
Engage & Reward
Engage & Motivate
Top Talent,
Keep at all cost
Challenge & Develop
Retain, Mentor Others

19. Copyright © 2018 by MPLIFY Pte Ltd
All rights reserved. This slide deck or any portion thereof
may not be reproduced or used in any manner whatsoever
without the express written permission of the author.
Melvin Chia
Co-Founder / Managing Director
Email: melvinchia@mplify.co
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