The document presents a leadership enablement program aimed at addressing the significant leadership capability gap identified by 86% of global HR and business leaders. It emphasizes the importance of creating a robust, long-term leadership pipeline through talent acquisition, job security statements, succession planning, and regular feedback mechanisms. The program promotes a culture of continuous development and engagement among current and future leaders to foster organizational success.

1. LEADERSHIP ENABLEMENT
PROGRAM
by Elena Sagunova
Give me a place to stand,
and I shall move the Earth with it
Archimedes

2. LEADERSHIP CAPABILITY GAP
Nearly 9 out of 10 global HR and business leaders
(86 percent) cited leadership as a top issue.
Many companies treat leadership sporadically,
confining development to a select few employees,
failing to make long-term investments in leadership, and
neglecting to build a robust leadership pipeline at all
levels. For all the talk about leadership as a CEO-level
priority, too many companies do not consistently invest
in this area.
‘Global Capital Trend 2015’, report by Bersin Deloitte
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by Elena Sagunova

3. LEADERSHIP ENABLEMENT PROGRAM
The Leadership enablement program should:
 Be simple but robust being a part of the organisation thinking;
 Empower the future and current Leaders constantly develop themselves
for the organisational and personal benefit;
 Create the constant Employee proposition value and engagement;
 Be a significant part of the Best Place to Work agenda;
 Create the legacy and the history of success inside and outside the
organisation;
 Be the model of the fundamental trust in the human ability to
Change, succeed and inspire!
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by Elena Sagunova

4. LEADERSHIP ENABLEMENT PROGRAM
I. Make the Talent
acquisition/Select
the Talent via
employees’
performance
tracking
II. Create the job
security statement
– foundation for
the Leadership
pipe development
III. Create the
Talent Succession
road map via core
Leadership
competency
framework
IV. Gather regular
feedback on
Leadership
capabilities. Make
adjustments to the
program
There are 4 simple processes that may tremendously boost
the productivity of the Leadership enablement within the
organisation.
Every step is the extension of the next one establishing the
continual circle.
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by Elena Sagunova

5. I. DEFINE THE LEADERSHIP POTENTIAL
1. Make the Talent acquisition selecting the best
candidates for the long-term development.
Use EQ & IQ metrics, projective tests and cases to spot
leadership potential.
2. Select the Talent from the existing employees.
Use EQ & IQ metrics, 180C and 360C feedback,
projective tests and cases to spot leadership potential.
Use metrics of Leadership potential of existing
employees (%)
ESS + CSS/100%
where,
ESS – Employee Satisfaction Rate
CSS – Customer Satisfaction Rate
I. Make the Talent
acquisition/Select
the Talent via
employees’
performance
tracking
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by Elena Sagunova

6. II. CREATE THE JOB SECURITY STATEMENT
& CORPORATE CULTURE
1. Rid of the politics from top down.
2. Walk the talk.
3. Set up the example of true Leadership.
4. Create the company’s succession vision embracing the
impotency of individuals supplementing the group. Use ‘WE
do’ instead of ‘I do’ statement – everyone counts.
5. Set up the collective KPIs, encourage creativity and
collaboration within transparent environment.
II. Create the job
security statement
– foundation for
the Leadership
pipe development
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by Elena Sagunova

7. III. CREATE THE TALENT SUCCESSION ROAD MAP
Create the Talent Succession road map via core
Leadership competency framework.
1. Determine the main important competencies
for Leaders in Experian APAC (e.g. the
competencies in EMEA/Amercas should vary
due to cultural dimensions in the relevant
countries).
2. Define from the current Leadership pipe the
best Talents by assessing their competencies.
The competencies may be assessed by a
special committee,180C and 360C assessment,
KPIs tracking.
3. Develop the Talent succession framework that
clarifies the steps of the Leaders’ development.
4. Introduce HIPO (High Potential Employees)
program.
III. Create the
Talent Succession
road map via core
Leadership
competency
framework
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by Elena Sagunova

8. IV. GATHER REGULAR FEEDBACK
Gather regular feedback on Leadership capabilities
1. Check-in the personal feedback (self-reflection)
from the developing Leaders about their personal
development in the past, present. Ask their
suggestions for the future progress. Touch point on
their motives, inspirations, desires and fears.
2. Determine the frequency of touching the pulse of
the employees-Leaders’ development.
3. Encourage developing Leaders by recognition of
their achievements in their personal and career
successes.
4. Give a hand/sympathy if needed to
establish/maintain the confidence in Senior
Executives support.
5. Promote the inspirational stories of successes in
Experian APAC & Globally.
6. Make adjustments to the program.
IV. Gather regular
feedback on
Leadership
capabilities. Make
adjustments to the
program.
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by Elena Sagunova

9. THE CIRCLE OF LEADERSHIP ENABLEMENT
The circle of Leadership enablement might be compared with
the agriculture model of plant breeding.
The Talent needs being invested time and money to support its growth.
The Talent needs time to deliver the result.
Find the
best seed
Plant the seed
in a reach
fertile field
Water the
seed
Cultivate
the plant
Reap a
good harvest
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by Elena Sagunova