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High Impact Executive Development - Rick Helliwell
1. Effective executive leadership development programs must build agile and commercially savvy leaders who can make good decisions and keep pace with increasing business complexity. 2. They must also develop great collaborators and networkers who can build trust and credibility. 3. Programs should grow self-aware, emotionally intelligent leaders capable of inspiring and engaging employees to maximize performance.
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High Impact Executive Development - Rick Helliwell
- 1. Insight into themost effective executive leadership development programmes Dubai International Summit: 7 – 8 September 2015 – Rick Helliwell
- 2. Saying youneed effective executive leadership is like saying that you have to make a profit to stay in business. McKinsey research has consistently shown that effective leadership is a critical part of organisational health and is a driver of shareholder returns. LEADERSHIP CAPABILITY
- 3.
- 4. ROI • Relevant, impactfuland reinforceable • Supported from the top. • Consistent with values and behaviours • Measurable, linked to business results
- 5. 50% more revenue 80% CorporateLeadership Council Top-tier leadership teams deliver significantly better financial results
- 6. Bloomberg Business-Week/Hay Group Thetop 20 businesses for leadership acumen (blue) significantly outperformed the S&P 500 (green).
- 7. So, where shouldthe focus be in executive leadership development ?
- 8. -Solve problems effectively- make good decisions McKinsey Global Research – 2015 189,000 people in 81 organisations globally High-quality leadership teams displayed 4 key behaviours
- 9. -Operate with astrong results orientation McKinsey Global Research – 2015 High-quality leadership teams displayed 4 key behaviours -Solve problems effectively - make good decisions
- 10. -Solve problems effectively- make good decisions -Operate with a strong results orientation -Seek different perspectives & encourage employees to contribute ideas to improve performance McKinsey Global Research – 2015 High-quality leadership teams displayed 4 key behaviours
- 11. -Solve problems effectively- make good decisions -Operate with a strong results orientation -Seek different perspectives & encourage employees to contribute ideas that could improve performance -Support others with empathy, authenticity, building trust & inspiring colleagues McKinsey Global Research – 2015 High-quality leadership teams displayed 4 key behaviours
- 12. Leading in anincreasingly complex business world September 2011
- 13. Embracing a VUCAworld
- 14. Less than 10%of those assessed had the appropriate strategic capabilities to successfully lead through complexity 2015 Research Harthill Consulting/PWC 6,000 executives globally across business sectors
- 15. Executives must alsounderstand technology & social media
- 16. Top tier leaderstoday seek different perspectives & are good collaborators and networkers
- 17. Corporate Executive BoardResearch 2015 (71%) surveyed believe their leaders will not adapt to major shifts in the market or economic environment. The reason being they are unable to collaborate effectively.
- 18. Corporate Executive BoardResearch 2015 (71%) surveyed believe their leaders will not adapt to major shifts in the market or economic environment. The reason being they are unable to collaborate effectively. The inability of leaders to collaborate results in organisations growing at slower rates, being less profitable and also less innovative.
- 19. Benefits of collaborativeleadership Combined Intelligence, Shared Experience More Creativity, Builds Trust and Better Faster Decisions
- 20. Collaboration builds Trust Leaders build networks and confidence in others and others build confidence in them.
- 21. Collaboration builds Trust Leaders build networks and confidence in others and others build confidence in them. Through trust and credibility leaders can obtain business advice and inputs quicker and can as a result make better and faster decisions.
- 22. PWC’s Global GenerationalStudy 2013 Millennials place high priority on workplace culture and teamwork & a sense of community. 88% Prefer collaboration over competition Millennial leaders want to collaborate and be inspired
- 23. Millennial leaders wantto collaborate and be inspired Millennials also seek greater purpose in their work
- 24. Leaders must becapable of inspiring & engaging their talent to get the best performance
- 25. Deloitte’s Global HumanCapital Trends 3,300 business from 106 countries – 2015 Survey “Organisations are recognising the need to focus on culture and dramatically improve employee engagement”. #1 Top trend was Culture & Engagement
- 26. “A strong senseof purpose is also closely linked to positive organisational performance” Deloitte’s Core beliefs culture survey
- 27.
- 28. Neuro-leadership Leaders emotions andbehaviours impact on the motivation and engagement of their people and on their organisation’s success.
- 29. confirms the impactthat engagement has on an employee’s ability to: Solve problems - Make decisions - Stay cool under pressure - Collaborate with others and Deal with change. Neuro-Leadership scientifically
- 30. Self-awareness and Emotional Intelligence EQ Leadersmanaging their emotions and the emotions of others have the greatest impact engaging with their employees
- 31. “Engaged staff contribute more toorganisational success, and apply more discretionary effort” Leaders engaging talent delivers business results – so it matters! Work Trends Survey: 29,338 employees surveyed in 2010 in over 20 countries including the UAE Top 25% of Organisations on engagement
- 32. Energising Employees Unlocking discretionaryeffort I fit – a sense of belonging I’m clear - clarity and security I’m supported - Encourage & empower I’m valued - Recognise contribution I’m inspired - Give ‘The Why’ the purpose
- 33. 1. Executive developmentprogrammes must: Build agile & commercially savvy leaders who can keep pace with business complexity and make the right decisions
- 34. 2. Executive developmentprogrammes must: Develop great collaborators and networkers who build trust and credibility
- 35. 3. Executive developmentprogrammes must: Grow self-aware EQ leaders capable of inspiring and engaging their people to get the best performance
- 36. We all know70% of learning happens in the workplace Therefore ….. Focus on high-impact business relevant executive leadership development activities
- 37. Focus on emergingexecutive talent……. • Understanding financial and business metrics • Learning the drivers of the wider business areas • Understanding business strategy & decision making • Building business cases & how to lead effective change • Developing an entrepreneurial commercial mindset • Learning creative solution strategies to business problems • Understanding how to engage talent & inspire & build trust • Developing collaboration skills & building networks
- 38. Business presentations -challenges, opportunities and market drivers Growing Business acumen Collaborative learning given by leaders to leaders Developing knowledge of functional and commercial business drivers, metrics, financial and non-financial measures etc...70%
- 39. Connecting senior executiveswith emerging leadership talentEngaging and Growing Talent Strategy discussion forums Building networks, growing strategic thinking & business awareness - giving insights into executive decision making. 70%
- 40. Building capability &innovative solutions through collaborative challenges Generating innovative solutions Strategic challenges ‘Workshops’ Emerging leadership meets & collaborates and problem solves, presenting solutions to real business strategic challenges. . 70%
- 41. Building capability bytargeted workplace experiences Building Experience Short-term & Structured Rotations and Secondments Accelerate learning, break silos, build organisational capability and link to future succession. 70%
- 42. Coaching and MentoringInitiatives Internal & External Coaches Sharing knowledge & wisdom Build networking with senior executives shared business knowledge and strategic understanding. 20% EQ self- awareness - people skills Problem solving in a VUCA world
- 43. Executive Leadership Induction Start Collaboration, communicate the leadership culture, share knowledge on L&D & Talent management support. 10% EQ self- awareness - people skills Problem solving in a VUCA world Early Networks Reinforce values and high potential leadership qualities EQ self- awareness - people skills Problem solving in a VUCA world
- 44. Executive leadership workshops Expert Learning Cross- functional executive development workshops Talent engagement, self-awareness, EQ, global and market trends, technology and business innovation. 10% EQ self- awareness - people skills Problem solving in a VUCA world
- 45. Reinforce, Update &Complement With bite-sized, on-demand, digital learning resources, social learning - articles, economic updates etc..
- 46. Takeaways – ExecutiveProgrammes Develop commercial acumen & agility Build collaboration & leadership networks growing trust and credibility Teach leaders about EQ, & the ‘Why’ & ‘How to’ of talent engagement Engage senior executives Importance of leadership induction Use technology for self-directed & collaborative learning
- 47.
Editor's Notes
- #2 Welcome, it’s a pleasure to be here today to share my experience and some recent research and concepts on executive leadership development. * I only have 30 minutes so my aim today is to leave with you some clear direction on what I believe is important in an executive leadership development programme and some practical initiatives you can implement to achieve them.
- #3 * There is so much information out there on leadership that you need to really be focused on what makes the difference in an executive leadership role. * In business successful executive leaders must make profits and improve profitability year on year, deliver shareholder returns, grow their brands and services, to be successful. * Having effective leadership is critical to business success, and the hard research confirms this.
- #4 As I mentioned earlier, my thoughts today also reference recent quantifiable research and studies on leadership and its importance, which provides the support to you when designing your programmes for CEO sign-off.
- #6 Numbers and metrics are the language of business. The CLC, a global consultancy, researched across their membership which includes most of the world’s top performing businesses and showed convincingly that those with top tier leadership teams deliver more revenues and profits, and significantly more.
- #7 Bloomberg, Business Week and Hay Group also showed that the top 20 businesses as measured for having the best leadership acumen outperformed the rest of the S&P 500 companies.
- #8 But with so many books, internet articles etc etc where should the focus be to develop executive leadership?
- #9 McKinsey’s 2015 global study identified that high quality leadership teams consistently displayed 4 key behaviours. They solve problems effectively and make good decisions as a result They operate with a strong results focus They actively seek different perspectives, encouraging the contribution of ideas from all levels And they support people across the business, being empathetic, leading with authenticity, building trust and inspiring their people
- #10 McKinsey’s 2015 global study identified that high quality leadership teams consistently displayed 4 key behaviours. They solve problems effectively and make good decisions as a result They operate with a strong results focus They actively seek different perspectives, encouraging the contribution of ideas from all levels And they support people across the business, being empathetic, leading with authenticity, building trust and inspiring their people
- #11 McKinsey’s 2015 global study identified that high quality leadership teams consistently displayed 4 key behaviours. They solve problems effectively and make good decisions as a result They operate with a strong results focus They actively seek different perspectives, encouraging the contribution of ideas from all levels And they support people across the business, being empathetic, leading with authenticity, building trust and inspiring their people
- #12 McKinsey’s 2015 global study identified that high quality leadership teams consistently displayed 4 key behaviours. They solve problems effectively and make good decisions as a result They operate with a strong results focus They actively seek different perspectives, encouraging the contribution of ideas from all levels And they support people across the business, being empathetic, leading with authenticity, building trust and inspiring their people
- #13 All these 4 behaviours are magnified in importance today as every area of business and operations is becoming more complex, areas leaders can impact and those areas outside their control too. Embracing complexity, is something that is essential today for senior leaders to be comfortable and capable of doing.
- #14 In fact executives have to be resilient, confident and capable enough to lead in a VUCA world And the rate of change and volatility is only going to accelerate.
- #16 And if leaders don’t have at least a thresh-hold understanding of technology and social media they will struggle to be competitive against others in their industry.
- #17 As the McKinsey study proved, top-tier leaders look to get the best ideas out of their people, and are great collaborators and networkers.
- #18 But many leaders are not encouraging and collaborative. The 2015 CEB research showed 71% of businesses surveyed believe their leaders are unable to collaborate effectively and that as a result their businesses will not adapt to changing market conditions. The inability to collaborate means those leadership teams will see their organisations grow at a slower rate, be less profitable than before, and become less innovative.
- #19 But many leaders are not encouraging and collaborative. The 2015 CEB research showed 71% of businesses surveyed believe their leaders are unable to collaborate effectively and that as a result their businesses will not adapt to changing market conditions. The inability to collaborate means those leadership teams will see their organisations grow at a slower rate, be less profitable than before, and become less innovative.
- #20 So in fiercely competitive markets in a VUCA world the successful executive leadership teams are building cultures of collaboration that get the best performance and ideas out of their people.
- #21 Collaboration also builds trust and confidence, and builds credibility and mutual respect within executive teams. It leads to better and faster decisions which in today’s VUCA world is essential for competitive advantage.
- #22 Collaboration also builds trust and confidence, and builds credibility and mutual respect within executive teams. It leads to better and faster decisions which in today’s VUCA world is essential for competitive advantage.
- #23 PWC’s global study 2 years ago reinforced this too, with most of the new generation work force seeking collaborative businesses to work for where there is a clear vision and a shared purpose.
- #24 PWC’s global study 2 years ago reinforced this too, with most of the new generation work force seeking collaborative businesses to work for where there is a clear vision and a shared purpose.
- #25 Communicating the vision and creating the shared purpose to inspire and engage their talent in a culture of collaboration is important for leaders to drive performance and business results – again what we’re all here for.
- #26 Deloitte’s recent 2015 global study found that the #1 trend seen as most important from 106 countries was focusing on culture and engagement, linking this to future business success.
- #27 So again, quantifiable research shows leaders must create cultures that communicate and build a sense of purpose and a strong level of engagement - as this links to organisational performance.
- #28 Executive leadership programmes must grow leaders who can communicate the Why and inspire their work force.
- #29 Executive leaders need to understand how their people are motivated, engaged, and inspired and how as leaders they can use this to build high performance engaged cultures.
- #30 Neuro-leadership provides insights into this so exposing leaders to these principles is very important.
- #32 More research from WorkTrends confirms the importance of engaged and motivated employees to delivering business results, as these employees give more discretionary effort and better utilise their capabilities to achieve results.
- #33 Juice Inc give an excellent explanation of how leaders can engage their talent and create the culture that will build high performance and employee satisfaction
- #34 So summarising the 3 focus areas for executive leadership development……