1. Critical Competencies for Emerging Leaders Rob Devine, Consultant Senior Facilitator Judy Chartrand, Pearson TalentLens Consultant Chief Scientist

2. Who’s Ready to Lead?

3. Agenda for Today

4. Hot Topics in Executive Development

5. Competencies Most Lacking

6. High Potential Identification

7. Accelerating Hi-Po Development

8. “Classic” Executive Success Factors

9. Critical Thinking & Personality Complete the Leadership Picture

10. Assessment/Competency Matrix

15. Exercise: Analyzing Readiness to Lead Kevin Brian Tracy Meredith

16. Case Study 1: Kevin Keep in place, in order to develop more experience and confidence; needs to upgrade DM & PS; needs to increase assertiveness; develop through mentoring, books, coursework Will need input, guidance, oversight by superiors; will need help in unfamiliar territory, or when forced to operate in ambiguous and/or highly complex situations Quiet, dutiful, conscientious, (seen in all relevant assessments); low WG Now What (should we do about it? i.e. the IDP) So What (are the implications of this?) What (does the data say?)

17. Case Study 2: Tracy Needs to be more communicative; should vary her style for some direct reports; be more willing to confront, ensure voice gets heard; use mentoring & job rotation to develop Behind the scenes; SME; dedicated; known for high quality decisions, but not inspirational Quieter, low-key, self-controlled, (from the interview and CPI 260); more task-than-people oriented (in work sim), plus high CT on WG; Now What (should we do about it? i.e. the IDP) So What (are the implications of this?) What (does the data say?)

18. Case Study 3: Brian Upgrade that DM and PS; slow down!; be more attentive to facts, analysis, data; develop through coursework, coaching Willing to decide, take action, but can misinterpret facts, not drill down into analysis; makes mistakes Assertive, outgoing, impatient, quick, impulsive, (from interviews, CPI 260, in-basket exercise); low WG Now What (should we do about it? i.e. the IDP) So What (are the implications of this?) What (does the data say?)

19. Case Study 4: Meredith Needs to remember to let empathy and appreciation show through; can show frustration and impatience if others don’t keep up; needs to remember to delegate; develop through coaching, stretch assignments Works well with others; seeks leadership responsibility; effective DM & PS; generally effective team member and team leader; opinionated, results oriented Assertive, responsible, tough-minded, high WG Now What (should we do about it? i.e. the IDP) So What (are the implications of this?) What (does the data say?)