Leland Sandler's presentation on managing talent in the pharmaceutical industry. This presentation goes over leadership & succession development. More specifically, what it is, and how we do it. Visit http://lelandsandler.com/ for more information.
Foursight Presentation on Leadership Development Program OfferingsJudith Laws
Developing effective leaders is important in a VUCA world. There are several options for leadership development, including training programs, coaching with 360-degree feedback, team coaching, and creating a coaching culture. Leadership development programs sometimes fail when they overlook context, decouple reflection from real work, underestimate mindsets, or fail to measure results. Case studies demonstrate how different development options can be successfully implemented and positively impact both individuals and teams.
Day 1- Tuesday 17 March 2015: Preparing for our Macro Challenge
Learning & Development Track: Lessons from Leadership Development. Presented by Dr Tienie Ehlers, Human Resources Development Manager, SAB
#astdza2015
Leadership By Levels is a unique development program which will ensure that your managerial leaders hit the ground running as soon as they are promoted.
Our program goes beyond conventional development, focussing on the differences in work complexity at each organizational level and enabling participants to develop higher levels required of cognitive capability and socio-emotional maturity.
This program will give organizations the framework for a sustainable leadership talent strategy.
Tatva Leadership : Our Leadership development program in Pune are designed specifically to advance the leadership capabilities of senior executives and help them assume a broader role within their organizations. Leadership Training in Pune provides leadership development for Senior Management, Middle Management, and Women Leaders.
This document outlines various frameworks for leadership development including 5 levels of leadership, developing a 360 degree leadership approach, the 4 pillars of leadership focusing on relationships, equipping others, leadership itself, and attitude. It also discusses the DNA of leadership looking at community, humanity, aspiration, navigation, generativity, expressing, and spirit. The overall objective is to provide leaders with models and principles to develop their skills and maximize their positive impact on others.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
This document discusses leadership development and getting things done. It begins by noting the challenges of leadership in 2017, including fear of the future, fragmentation of cultural reference points, and the matrix paradox of wanting more information but easier solutions. It then discusses trends impacting the future like technology, urbanization, and demographics. Key aspects of leadership discussed include having an innovation mindset, getting things done, and working with others. The document emphasizes that great leaders are continuously learning and able to communicate a narrative. It also discusses the importance of collaboration for regional success and offers tips for creating and leading successful regional collaborations.
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.14BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com
Foursight Presentation on Leadership Development Program OfferingsJudith Laws
Developing effective leaders is important in a VUCA world. There are several options for leadership development, including training programs, coaching with 360-degree feedback, team coaching, and creating a coaching culture. Leadership development programs sometimes fail when they overlook context, decouple reflection from real work, underestimate mindsets, or fail to measure results. Case studies demonstrate how different development options can be successfully implemented and positively impact both individuals and teams.
Day 1- Tuesday 17 March 2015: Preparing for our Macro Challenge
Learning & Development Track: Lessons from Leadership Development. Presented by Dr Tienie Ehlers, Human Resources Development Manager, SAB
#astdza2015
Leadership By Levels is a unique development program which will ensure that your managerial leaders hit the ground running as soon as they are promoted.
Our program goes beyond conventional development, focussing on the differences in work complexity at each organizational level and enabling participants to develop higher levels required of cognitive capability and socio-emotional maturity.
This program will give organizations the framework for a sustainable leadership talent strategy.
Tatva Leadership : Our Leadership development program in Pune are designed specifically to advance the leadership capabilities of senior executives and help them assume a broader role within their organizations. Leadership Training in Pune provides leadership development for Senior Management, Middle Management, and Women Leaders.
This document outlines various frameworks for leadership development including 5 levels of leadership, developing a 360 degree leadership approach, the 4 pillars of leadership focusing on relationships, equipping others, leadership itself, and attitude. It also discusses the DNA of leadership looking at community, humanity, aspiration, navigation, generativity, expressing, and spirit. The overall objective is to provide leaders with models and principles to develop their skills and maximize their positive impact on others.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
This document discusses leadership development and getting things done. It begins by noting the challenges of leadership in 2017, including fear of the future, fragmentation of cultural reference points, and the matrix paradox of wanting more information but easier solutions. It then discusses trends impacting the future like technology, urbanization, and demographics. Key aspects of leadership discussed include having an innovation mindset, getting things done, and working with others. The document emphasizes that great leaders are continuously learning and able to communicate a narrative. It also discusses the importance of collaboration for regional success and offers tips for creating and leading successful regional collaborations.
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.14BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com
ELC 2015 Innovative Leadership Development pre conference workshop slidesChris Jansen
One day pre-conference workshop at EARCOS Leadership Conference in Bangkok Nov 2015. Co-facilitating with Brian O'Maoileoin, Primary Principal from United World College (Singapore - Dover).
This document outlines topics covered in a leadership development program, including self-awareness, communication, managing people and projects, influencing others, and strategic thinking. It describes the program's learner-centered approach that allows participants to determine which courses meet their needs and immediately apply skills in real-world settings through virtual team cohorts. Core competencies are built by focusing on underlying skill sets, and content is scalable and adaptable to individual needs.
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
1. According to a study, leaders learned more about leadership from real work and life experiences than from formal leadership programs like MBAs, which helped them become more technically competent but did little to teach fundamental lessons or how to learn from experiences.
2. An experience-based approach to leadership development knits together on-the-job experience, life experience, and specific skill development, rather than a smorgasbord of unrelated classes.
3. This experience-based method can be adapted to people at all career stages and an organization's changing needs in complex environments.
This document outlines a leadership development framework consisting of several modules focused on goal setting, self-management, accountability, emotional intelligence, and other topics. It also discusses total leadership, managing self and others, strategic thinking and execution, and Action Centred Leadership. The overall goal is to create exceptional leaders by developing key leadership skills and driving breakthrough performance.
The following slide presentation provides an overview of why hundreds of managers and leaders have chosen LRI to be their guide in their professional development process.
According to the document, there are seven key leadership development trends:
1) Complexity is increasing and uncertainty is high, requiring leaders to build context agility.
2) The talent shortage is intensifying globally due to economic growth and other factors.
3) Investment in first-line leadership development has tripled in recent years.
4) The four most important leadership skills are people-leadership abilities.
5) Employee engagement is a growing concern given low engagement levels.
6) Leadership is becoming more collective and less individual.
7) Intensive "boot-camp" style training is becoming less effective given time constraints.
The document outlines three phases of leadership development: emerging leader, developing leader, and strategic leader. Each phase presents specific challenges and has coaching conversations focused on helping leaders overcome challenges to advance to the next phase. Emerging leaders are new to leadership and focus on networking and managing day-to-day tasks. Developing leaders take on greater responsibility and focus on values-based leadership. Strategic leaders are senior executives who focus on business goals, succession planning, and developing a strategic approach.
The document summarizes a presentation on designing and implementing an effective leadership development program. It outlines trends driving the need for leadership development, such as retiring baby boomers and changing workforces. An effective program determines business strategy and competencies, assesses current leaders, and designs classroom training, on-the-job experiences, mentoring, and individual development plans to close skills gaps and align with business goals. Programs should incorporate real-world application and accountability to develop skills like communication, change management, and coaching.
5 Ways to Build a Better Leadership Development Program - Webinar 10.09.14BizLibrary
In this webinar we'll discuss best practices from companies that have successfully met the challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com/webinars
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
How to Build a Business Case and Measure the Effects of Leadership Developmen...Human Capital Media
Leadership development is essential to successfully navigate at today’s business speed. This webinar will offer practical and credible advice on how to construct a business case to substantiate leadership development initiatives and measure the effects. Development of your leaders can have big payoff in terms of revenue generation and organizational risk mitigation, but how will you know if you’ve been successful if you don’t have a formal plan and strategy to evaluate impact? Join us for an insightful webinar by one of the industry’s leading authorities on measurement and analytics, Jeffrey Berk, COO of KnowledgeAdvisors.
Learning objectives:
Developing the business case for a leadership development initiative.
Defining the leadership development measurement strategy to evaluate impact.
Identifying what analytics are important.
Communicating the results of leadership development investments to executives.
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
Four Future Trends in Leadership Developmentnickpetrie
The environment that leaders operate in is changing so fast that the methods being used to develop them is not keeping pace. This session is based on a one year research project at Harvard focused on the question, 'What will the future of leadership development look like?'
In this session your organization will learn how to design and deliver leadership programs that equip leaders with the skills they need for an increasingly complex world. Topics to be addressed include:
- The emerging challenges for leaders in the workplace
- The skills and capacities needed by leaders to meet these challenges
- The four trends shaping the future of leadership development
- They key principals for the design of future leadership programs
This document outlines leadership development programs for managers at different levels within an organization. It discusses junior manager, middle manager, and senior manager programs that focus on developing positive leadership behaviors through strengths, appreciation, and building engagement. The junior manager program teaches fundamentals of people management. The middle manager program focuses on developing, motivating, and sustaining high-performing teams. The senior manager program emphasizes creating a strengths-based culture and developing business acumen. All programs use real-world examples and aim to translate learning into immediate managerial actions.
This document discusses managing leadership talent through a matrix approach covering strategy, recruitment, development, retention, and succession. It outlines key questions to consider in each area and how the company adds value through establishing leadership brands, acquiring best-fit candidates, curriculum development, career path articulation, and assessing talent at all levels. The company works as a strategic partner to transform development, drive initiatives, launch new programs, and acts as an implementation partner to test approaches and drive transfer. It also acts as a content partner to source and customize content to augment existing programs.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
Win The War For Talent Through Best-In-Class Succession Planning, David EdwardsThe HR Observer
Past experience shows that poorly executed succession plans can have an immediate negative impact on company momentum, reputation, employee morale and the bottom line. Any business or public sector organisation, irrespective of its size, should have a strategy to deal with losing talent, whether it’s planned or unplanned. This strategy should not simply be focused on the C-suite, but applied to every level of an organisation. Find out how companies are building effective succession planning with long-term successors as well as short-term replacements in order to maximise business performance and continuity.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
ELC 2015 Innovative Leadership Development pre conference workshop slidesChris Jansen
One day pre-conference workshop at EARCOS Leadership Conference in Bangkok Nov 2015. Co-facilitating with Brian O'Maoileoin, Primary Principal from United World College (Singapore - Dover).
This document outlines topics covered in a leadership development program, including self-awareness, communication, managing people and projects, influencing others, and strategic thinking. It describes the program's learner-centered approach that allows participants to determine which courses meet their needs and immediately apply skills in real-world settings through virtual team cohorts. Core competencies are built by focusing on underlying skill sets, and content is scalable and adaptable to individual needs.
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
1. According to a study, leaders learned more about leadership from real work and life experiences than from formal leadership programs like MBAs, which helped them become more technically competent but did little to teach fundamental lessons or how to learn from experiences.
2. An experience-based approach to leadership development knits together on-the-job experience, life experience, and specific skill development, rather than a smorgasbord of unrelated classes.
3. This experience-based method can be adapted to people at all career stages and an organization's changing needs in complex environments.
This document outlines a leadership development framework consisting of several modules focused on goal setting, self-management, accountability, emotional intelligence, and other topics. It also discusses total leadership, managing self and others, strategic thinking and execution, and Action Centred Leadership. The overall goal is to create exceptional leaders by developing key leadership skills and driving breakthrough performance.
The following slide presentation provides an overview of why hundreds of managers and leaders have chosen LRI to be their guide in their professional development process.
According to the document, there are seven key leadership development trends:
1) Complexity is increasing and uncertainty is high, requiring leaders to build context agility.
2) The talent shortage is intensifying globally due to economic growth and other factors.
3) Investment in first-line leadership development has tripled in recent years.
4) The four most important leadership skills are people-leadership abilities.
5) Employee engagement is a growing concern given low engagement levels.
6) Leadership is becoming more collective and less individual.
7) Intensive "boot-camp" style training is becoming less effective given time constraints.
The document outlines three phases of leadership development: emerging leader, developing leader, and strategic leader. Each phase presents specific challenges and has coaching conversations focused on helping leaders overcome challenges to advance to the next phase. Emerging leaders are new to leadership and focus on networking and managing day-to-day tasks. Developing leaders take on greater responsibility and focus on values-based leadership. Strategic leaders are senior executives who focus on business goals, succession planning, and developing a strategic approach.
The document summarizes a presentation on designing and implementing an effective leadership development program. It outlines trends driving the need for leadership development, such as retiring baby boomers and changing workforces. An effective program determines business strategy and competencies, assesses current leaders, and designs classroom training, on-the-job experiences, mentoring, and individual development plans to close skills gaps and align with business goals. Programs should incorporate real-world application and accountability to develop skills like communication, change management, and coaching.
5 Ways to Build a Better Leadership Development Program - Webinar 10.09.14BizLibrary
In this webinar we'll discuss best practices from companies that have successfully met the challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com/webinars
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
How to Build a Business Case and Measure the Effects of Leadership Developmen...Human Capital Media
Leadership development is essential to successfully navigate at today’s business speed. This webinar will offer practical and credible advice on how to construct a business case to substantiate leadership development initiatives and measure the effects. Development of your leaders can have big payoff in terms of revenue generation and organizational risk mitigation, but how will you know if you’ve been successful if you don’t have a formal plan and strategy to evaluate impact? Join us for an insightful webinar by one of the industry’s leading authorities on measurement and analytics, Jeffrey Berk, COO of KnowledgeAdvisors.
Learning objectives:
Developing the business case for a leadership development initiative.
Defining the leadership development measurement strategy to evaluate impact.
Identifying what analytics are important.
Communicating the results of leadership development investments to executives.
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
Four Future Trends in Leadership Developmentnickpetrie
The environment that leaders operate in is changing so fast that the methods being used to develop them is not keeping pace. This session is based on a one year research project at Harvard focused on the question, 'What will the future of leadership development look like?'
In this session your organization will learn how to design and deliver leadership programs that equip leaders with the skills they need for an increasingly complex world. Topics to be addressed include:
- The emerging challenges for leaders in the workplace
- The skills and capacities needed by leaders to meet these challenges
- The four trends shaping the future of leadership development
- They key principals for the design of future leadership programs
This document outlines leadership development programs for managers at different levels within an organization. It discusses junior manager, middle manager, and senior manager programs that focus on developing positive leadership behaviors through strengths, appreciation, and building engagement. The junior manager program teaches fundamentals of people management. The middle manager program focuses on developing, motivating, and sustaining high-performing teams. The senior manager program emphasizes creating a strengths-based culture and developing business acumen. All programs use real-world examples and aim to translate learning into immediate managerial actions.
This document discusses managing leadership talent through a matrix approach covering strategy, recruitment, development, retention, and succession. It outlines key questions to consider in each area and how the company adds value through establishing leadership brands, acquiring best-fit candidates, curriculum development, career path articulation, and assessing talent at all levels. The company works as a strategic partner to transform development, drive initiatives, launch new programs, and acts as an implementation partner to test approaches and drive transfer. It also acts as a content partner to source and customize content to augment existing programs.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
Win The War For Talent Through Best-In-Class Succession Planning, David EdwardsThe HR Observer
Past experience shows that poorly executed succession plans can have an immediate negative impact on company momentum, reputation, employee morale and the bottom line. Any business or public sector organisation, irrespective of its size, should have a strategy to deal with losing talent, whether it’s planned or unplanned. This strategy should not simply be focused on the C-suite, but applied to every level of an organisation. Find out how companies are building effective succession planning with long-term successors as well as short-term replacements in order to maximise business performance and continuity.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Talent Management in Turbulent Times : Internal Talent Identification & Strat...National HRD Network
Mr. Sidharath Tuli presented on talent management strategies in turbulent times. He discussed identifying talent internally and strategic hiring externally. He highlighted challenges in the oil and gas industry like skill shortages and outlined L&T's vision to expand internationally and develop talent. Case studies showed selecting candidates based on required competencies and benchmarking internal versus external candidates. Developing internal talent involves assessing potential versus performance and building a leadership pipeline.
Building Leadership Development from Scratch - ASTD 2011Benjamin McCall
This presentation covers 3 main points:
1. What should you think about when creating or adjusting your leadership efforts.
2. The content you may want to include within a program, and
3. What metrics should you include,
This document discusses talent assessment processes, specifically talent review dialogues. It begins with an overview of why organizations focus on developing internal talent for leadership positions. It then describes the key elements of a talent program, including a leadership competency framework and talent assessment and development processes. Talent review dialogues are discussed as a method for talent assessment, where managers and other stakeholders discuss an individual's performance patterns over time to assess leadership potential. The document provides details on how talent review dialogues are conducted and compares them to development centers. It also discusses creating a sustainable ecosystem for ongoing talent assessment and review. An example case study of a large Indian company that implemented the talent review dialogue process is also included.
This document discusses elements of leadership development. It emphasizes that leadership is a learning journey where leaders strive to create learning communities. Effective leaders understand themselves and how to develop others. They reflect on their strengths and weaknesses in order to create learning agendas for personal growth.
High Potential Talent: One Firm's Approach to HIPO DevelopmentMaurizio Morselli
Developing high-potential employees, or HIPOs, is a strategic priority to build leadership bench strength and enable career progression. A HIPO is defined as an employee with strong potential and ability to succeed in more senior roles. HIPOs can realize their potential through challenging assignments, feedback, and experiential learning programs. The presentation discusses developing both senior and junior HIPOs through various external programs and a potential customized internal program. It also covers assessing HIPO candidates and planning HIPO development initiatives.
The document provides an overview of a webinar from CLC Human Resources on best practices for high-impact succession management, including frameworks for assessing vacancy risk, readiness risk, transition risk, and portfolio risk. It summarizes CLC's research on managing the four succession risks and translating them into strategic imperatives to safeguard critical capabilities, accelerate development, overcome executive derailment, and maximize talent leverage. The webinar outlines CLC's approach to moving from traditional succession planning to strategic executive talent management.
High-potential employees are the future leaders of your organisation and twice as valuable as other employees. Based on a decade of research and analysis from 6.6m staff assessments, "The HR Guide to Identifying High-Potentials" is a comprehensive look at everything you need to know to help your HiPo programme succeed.
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
The document discusses talent management and succession planning. It defines talent management as a strategic approach to managing human capital throughout an employee's career. Key aspects of talent management discussed include strategic recruitment, engaged performance, compensation alignment, career development, and succession planning. Succession planning aims to ensure critical positions are filled by high performers and a pipeline of future leaders is developed. A systematic process for identifying high-potential employees and developing them is recommended over chance observations.
People at board and top management typically believe that transforming a company from good to great requires an extreme personality, an egocentric chief to lead the corporate charge. But that’s not the case in 21st century management world, where the basic essence of management is more of human emotions and sentiments centric. The essential ingredient for taking a company to greatness is having a “Level 5” leader, an executive in whom extreme personal humility blends paradoxically with intense professional will. This session will focus on explaining the various aspects of leadership and its levels and will focus on the hardcore aspect of transformational leadership which not only focuses on ‘having jobs done’ and ‘having targets met’ but will transform an organization from ‘good’ to ‘great’. It involves explanation of difference between a manager and a leader and how leadership has become an essential element of modern managing function and what are the competencies relevant to leadership qualities. The core learning that will be transferred during this session is that a leader needs IQ and Technical Expertise for sure, but there is something more important if a leader needs to exercise Level 5 transformational leadership and that is EQ (Emotional Quotient). Various dimensions of EQ a Level 5 leaders should possess will be explained and focus will be put on how such EQ can be developed. The session ends with some strategic suggestions for exercise of Level 5 leadership for taking organization from ‘good’ to ‘great’.
Contemporary Issues In Leadership, Chapter 13, Organizational Behavior Dr.Amrinder Singh
Contemporary Issues In Leadership, Chapter-13- Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
The document summarizes interviews with 85 CEOs and C-suite executives about what they look for in leaders. When asked about leadership, the CEOs emphasized vision, communication, culture-building, flexibility, and teamwork. They said leaders must inspire commitment to organizational goals. Regarding attitudes and aptitudes, the CEOs stressed communication skills, understanding others, and commitment. Their words of wisdom focused on interpersonal relationships, active listening, understanding decision consequences, face-to-face communication over social media, and focusing on small successes.
The document discusses the principles and traits of effective leadership. It states that the basic principle of leadership is to lead by example, and that effective leaders are honest, competent, forward-looking, inspiring, and possess other key traits. It then lists and compares the traits of leaders versus non-leaders. The document also discusses emotional stability, dominance, enthusiasm, conscientiousness, and other personality traits that effective leaders possess. Finally, it provides an overview of assessment centers, which are used to evaluate individuals' capabilities to perform managerial positions through simulated exercises and observations.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
The document discusses various leadership styles and qualities. It describes autocratic, bureaucratic, democratic, and laissez-faire leadership styles. It also lists 12 key leadership qualities like humility, integrity, decisiveness, emotional resonance, and conviction. The document emphasizes that effective leadership requires adapting one's style to fit the situation and people being led, as no single style is best in all cases.
The document discusses various theories and models of leadership. It begins by defining leadership as the ability to influence others and motivate them to achieve goals. It then covers several contingency models of leadership including Fiedler's Contingency Model, Cognitive Resource Theory, and Hersey and Blanchard's Situational Leadership Model. It also discusses Path-Goal Theory. The document then examines the traits and behaviors associated with transformational leadership. It concludes by discussing ways to develop leadership through selection and training.
Leadership Explained (Be, Know, Do model)Aslan Umarov
Short Disclaimer:
Leadership has many different definitions and forms. Your company or circumstances may need absolutely different set up.
This material may be helpful for young leaders, especially in pressing situations, use it carefully.
As basis for this material I used “Be, know, do” formula and U.S. Army field manual “Battlefield Leadership”.
These principles are universal, well tested and work in many situations.
Never stop learning.
If you are interested in more material please contact me at: aslan.umarov@gmail.com
Sir Richard Branson is a British entrepreneur and the head of Virgin Group Ltd. He dropped out of school and had his first successful business venture as a teenager with a magazine called Student. In 1984, he had a vision of starting an airline company which became Virgin Atlantic Airways. Branson is known for his risk-seeking and innovative leadership style, with a focus on optimistically transforming industries and focusing on his people.
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Wojciech Chrusciel's leadership report from June 2016 analyzes his leadership orientations and style based on a personality assessment. The report shows that he has a medium preference for the business leader and team strategist styles, with a high preference for the crisis manager style. His leadership orientations profile indicates preferences for thinking about the future, working in a team, being relaxed in social situations, making rapid decisions, setting challenging goals, and being confident and controlled in a crisis. The report is meant to help him understand his natural strengths and areas for development as a leader.
This document discusses various leadership skills and styles. It defines management as a process involving four functions: planning, organizing, leading, and controlling available organizational resources to reach organizational goals. It also describes traits of good leaders such as being honest, competent, inspiring, and courageous. Several leadership styles are explained, including managerial leadership, charismatic leadership, and transformational leadership with its four components: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation.
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McKinsey’s Ten Guiding Principles of Digital Transformation
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Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
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3. 3
Leadership & Succession DevelopmentLeadership & Succession Development
What is it & how we do itWhat is it & how we do it
Thoughtful process for identifying, developing, and
promoting talent to ensure we have the right people, in the
right job at the right time
We do this through …….
>Comprehensive Leadership Development Process
>Defining Senior Leadership Competencies (now and in future)
–Way of Being
–Way of Doing
>Detailed Leadership Assessments
>Objective Talent Management Reviews
4. 4
Building the Leadership Pipeline at AmylinBuilding the Leadership Pipeline at Amylin
Leadership Learning & Development
Inputs
TALENT
• Assessment Center
• Performance Review
• Career Planning
• Leadership Development
Mosaics
POSITION
• Staffing Needs
• Position Description
• Int/Ext Sourcing
TALENT
ASSESSMENT
Mosaic Conversations
• Performance
• Potential
• Retention Risk
• Derailers
POSITION
ASSESSMENT
• Competencies
• Skill/Knowledge
• Criticality
• Timing of Opening
Succession
Planning
Outputs
• Talent Bench
• Talent Metrics
Diversity and Engagement Strategies
Outputs
• Readiness Rating
• Talent Grid
• Succession Plans
• Development Plans
•Training
•Coaching
•Experiences
& Practices
Right
Person
in the
Right
Role
at the
Right
Time
=
Right
Results
5. 5
Way of Being
Resilience
Accurate Self-Insight
Presence
Authenticity
Courage
Creativity
Social Agility
Cognitive Agility
Way of Doing
Drives for Results
Builds Strategic Relationships
Leads Through Organizational
Vision and Values
Possesses Broad
Business Acumen
Builds Organizational Talent
Facilitates Change
Demonstrates Decisiveness and
Judgment Effectively
Senior
Leadership
Leadership CompetenciesLeadership Competencies
Amylin Business Results
6. 6
1) RESILIENCE: Maintains high energy levels; stays centered in the midst of conflict and bounces
back quickly from stressful situations or defeat.
Leadership Competencies & Anchors::Leadership Competencies & Anchors::
Way of BeingWay of Being
Low End:
• Appears defeated and/or down after failures or
mistakes.
• Is unable to identify solutions to overcome
potential barriers when set-backs occur.
• Gives up easily when under pressure or facing
difficult times.
• Has a low energy level. Has to be pushed and
prodded.
High End:
• Is positive and optimistic (yet realistic and
thoughtful) when facing failure or difficult times.
• Follows through, even despite set-backs.
• Deals constructively with own failures and
mistakes.
• Identifies challenges and seeks to overcome
them; performs effectively when under pressure.
7. 7
2) ACCURATE SELF-INSIGHT: Demonstrates an awareness of own strengths and development
needs, as well as impact of own behavior on others. Gains insights from mistakes; transfers and
disseminates learning.
Leadership Competencies & Anchors::Leadership Competencies & Anchors::
Way of BeingWay of Being
Low End:
• Lacks awareness and/or understanding of
personal strengths and weaknesses.
• Blames others for the situation or poor results.
• Holds back key messages for fear of upsetting
others, or alternatively, takes on too many
battles.
• Is unable to be self-correcting and maintains the
status quo.
High End:
• Knows his/her strengths and limitations and is
open to growth and development.
• Actively seeks feedback to enhance
performance; adapts his/her behavior in
response to feedback and experience.
• Takes responsibility for mistakes and failures
and is self-correcting in the moment.
• Provides direct, complete, actionable and
positive corrective feedback to others.
8. 8
3) PRESENCE: Listens and engages in conversations and interactions with others so that they feel
valued and respected. Communicates with composure and steadiness.
Leadership Competencies & Anchors::Leadership Competencies & Anchors::
Way of BeingWay of Being
Low End:
• Through verbal and/or non-verbal cues, inhibits
direct and open discussions about important
issues.
• Does not recognize or devalues other
perspectives; remains stuck on a single
approach to an issue or resolution.
• May show a complete lack of emotion or,
alternatively, may be emotionally volatile, moody,
and/or unpredictable.
High End:
• Is centered and grounded; engaged and
attentive.
• Is curious and inquisitive about others points of
view.
• Recognizes the limits of his/her point of view;
seriously considers ideas different then own.
• Ensures his/her emotions reflect the nature of
the situation; emotions are under control and
largely seen as calming and professional.
9. 9
4) AUTHENTICITY: Communicates in a genuine and transparent manner that fosters trust and
invites openness from others.
Leadership Competencies & Anchors::Leadership Competencies & Anchors::
Way of BeingWay of Being
Low End:
• Makes commitments he/she can’t keep.
• Acts or behaves in ways that would solely benefit
themselves.
• May come across as acting superficial and
lacking substance.
• Is inconsistent in how they speak as well as how
they treat and behave towards others at different
levels within the organization.
High End:
• Consistently honest, candid, and direct. Speaks
from the heart.
• Doesn’t represent him/herself for personal gain.
• Is genuine and trustworthy. Can present the truth
in an appropriate and helpful manner.
• Is consistent in how they speak as well as how
they treat and behave towards others at different
levels in the organization.
10. 10
5) COURAGE: Takes risks that lead to expansion and growth while being accountable for the
results of one’s actions. Stands up for one’s values, beliefs, perspectives and opinions.
Leadership Competencies & Anchors:Leadership Competencies & Anchors:
Way of BeingWay of Being
Low End:
• Is slow to act on an opportunity, relies on typical
routines and expectations; may be overly
methodical.
• Holds back in tough situations.
• Is uncomfortable facing problems or difficult
issues.
• Is not willing to admit their shortcomings.
High End:
• Does not hold back on what needs to be said in
any setting or situation.
• Is able to face problems on any issue quickly
and directly in any setting.
• Is not afraid to take corrective or adverse action
when necessary.
• Is accountable in all situations.
11. 11
6) CREATIVITY: Utilizes one’s imagination to invent and design innovations that generate
successful outcomes.
Leadership Competencies & Anchors:Leadership Competencies & Anchors:
Way of BeingWay of Being
Low End:
• Consistently relies on old solutions and
behaviors even when inappropriate for new
problems.
• Is unable to make connections between
concepts and ideas outside their own when
previously unrelated.
• Does not encourage and/or ignores new ideas
and thinking in others.
• Is unable to build on old ideas or consider
different perspectives in order to create new
ways of thinking.
High End:
• Demonstrates the ability to transcend the
traditional; leads into new meaningful ideas,
methods, or interpretations.
• Develops and surfaces new and unique ideas
that have practical value and benefit the
enterprise.
• Can easily make connections among previously
unrelated ideas or concepts.
• Is seen as original and value-adding in
discussions.
12. 12
7) SOCIAL AGILITY: Understands and addresses the emotional landscape of his/her people and
team. Understands the emotional perspectives of others and incorporates these perspectives into
decisions and actions.
Leadership Competencies & Anchors:Leadership Competencies & Anchors:
Way of BeingWay of Being
Low End:
• Is not able to assess and understand the
feelings, emotions, and perspectives of others.
• May be too direct or rigid when providing
feedback or addressing issues.
• Is not able to consider the views of others when
they differ from their own.
• May be insensitive towards the emotions and
problems of others.
High End:
• Is perceptive and understands the feelings and
emotions of others in various settings and
situations.
• Is able to read the feelings and emotions of
others well, and can accurately read a room.
• Is flexible and agile in managing relationships
and situations.
• Readily knows when to engage and disengage
from emotional situations.
13. 13
8) COGNITIVE AGILITY: Shifts easily between the strategic and the tactical, between the
conceptual and the concrete, the global and local, and between the macro and micro, horizontally,
and without bias.
Leadership Competencies & Anchors:Leadership Competencies & Anchors:
Way of BeingWay of Being
Low End:
• Is not able to apply learning from one experience
to another.
• Is not able to shift between the strategic and the
tactical, the conceptual and the concrete, the
global and the local, and/or the macro and the
micro.
• Is not able to demonstrate flexibility when
communicating thoughts; may not be able to
communicate with tact to less complex
colleagues.
• Is unable to consider the input or the implications
of their actions with other functions, processes,
and/or Alliance partners.
High End:
• Is able to notice novel ideas, form new
associations, and make distinctions among
things.
• Is able to re-frame thinking when presented with
new, compelling information.
• Is able to shift easily between the strategies and
the tactical, the conceptual and the concrete, the
global and the local, and/or the macro and the
micro.
• Is comfortable with complexity, ambiguity, and in
explaining their thinking to others.
14. 14
1) DRIVES FOR RESULTS: Focused on achieving measurable/quantitative outcomes that
accomplish business objectives. Sets high goals for personal and group accomplishment; uses
measurement methods from the process of goal achievement and continuous improvement. Takes
action.
Leadership Competencies & Anchors:Leadership Competencies & Anchors:
Way of DoingWay of Doing
Low End:
• Slow to act on an opportunity, or seizes more
opportunities than are really available.
• Fails to implement ideas (poorly translates
strategy into action).
• Wastes time and resources.
• Fails to hold self and others accountable for
results.
High End:
• Models a strong work ethic.
• Has demonstrated the ability to take ideas from
concept to execution.
• Sets high standards for self and others; places
organizational success over individual gain.
• Identifies and captures opportunities that are
present.
• Compels others in the organization to deliver
results that are exceptional and holds them
accountable.
15. 15
2) BUILDS STRATEGIC RELATIONSHIPS: Works with and through others to achieve business
objectives; uses appropriate interpersonal styles and communication methods (active listening) to
influence and build effective relationships with peers, functional partners, external vendors and/or
Alliance partners.
Leadership Competencies & Anchors:Leadership Competencies & Anchors:
Way of DoingWay of Doing
Low End:
• Ignores feedback and input from peers, vendors,
Alliance partners, and others in the organization.
• Takes credit for good ideas or accomplishments
from peers, team members, and/or others.
• Does not contribute to collaborative activities.
• Decisions and actions are exclusively for the
benefit of him/herself.
High End:
• Regularly seeks and uses feedback and input
from peers, vendors, and/or Alliance partners in
order to perform the job successfully.
• Shows support, gives encouragement, and
willingly shares information, ideas, and
suggestions to accomplish mutual goals.
• Promotes collaboration and removes obstacles
to teamwork across the organization.
• Seeks opportunities to build effective working
relationships with peers, vendors, and/or Alliance
partners.
• Builds and maintains rapport.
16. 16
3) LEADS THROUGH ORGANIZATIONAL VISION AND VALUES: Keeps organization’s vision
and values at forefront of decision-making and action; serves as a role model who inspires others to
challenge themselves; applies the ability to see and arouse possibilities for the future that rally others to
align behind a common vision, goal or cause.
Leadership Competencies & Anchors:Leadership Competencies & Anchors:
Way of DoingWay of Doing
Low End:
• Does not provide others with plans for future
actions and the reasons behind the plans.
• Makes decisions for themselves and/or the team
without aligning them to the organizational vision
or Amylin’s cultural beliefs.
• Makes or follows his/her own rules with low
concern for the value of others.
• Does not anticipate market direction and/or fails
to consider how the market direction will impact
business offerings.
High End:
• Develops and helps others to understand a long
term vision and its importance.
• Translates the vision and values into day to day
activities and behaviors; guides and motivates
others to take actions that support the vision.
• Ensures that individuals’ goals and performance
are aligned with the organization's vision and
values within the context of Amylin’s cultural
beliefs.
• Compares own decisions and actions to the
vision to ensure alignment.
17. 17
4) POSSESSES BROAD BUSINESS ACUMEN: Understands and uses economic, financial
and industry data to accurately diagnose business strengths and weaknesses. Identifies key issues
and develops strategies and plans. Understands how to evaluate risk in making decisions. Able to
take an idea from concept to reality.
Leadership Competencies & Anchors:Leadership Competencies & Anchors:
Way of DoingWay of Doing
Low End:
• Is unable to understand how his/her actions
affect other functional areas within the
organization.
• Does not know or understand the industry or
marketplace. Is unaware of how strategies and
tactics work in the marketplace.
• Unable to link strategy and tactics.
• Cannot understand and/or interpret balance
sheets, profit/loss statements, and cash flow
asset management reports.
High End:
• Demonstrates understanding of how their actions
and behaviors impact the financial decision-
making and how this affects financial outcomes
for the overall organization.
• Understands Amylin’s key business processes,
as well as a broad understanding of each
function.
• Demonstrates the understanding of how actions
taken in one aspect of the business affects other
aspects with internal and external customers;
has industry knowledge and market
understanding.
• Understands and accurately interprets balance
sheets, profit/loss statements, and cash flow and
asset management reports.
18. 18
5) BUILDS ORGANIZATIONAL TALENT: Attracts, selects, and retains key leaders and high
performing employees. Articulates the strengths and weaknesses of people so they may develop
and learn. Provides a climate where people are encouraged to grow by learning new skills and
taking on challenging assignments. Promotes diversity throughout the organization.
Leadership Competencies & Anchors:Leadership Competencies & Anchors:
Way of DoingWay of Doing
Low End:
• Does not deal effectively with underperforming
employees.
• Does not take the time to coach or mentor
others.
• Does not provide and/or communicate resources
available for leadership and professional
development.
• Fails to promote diversity in teams and/or
individuals.
High End:
• Regularly coaches and mentors others.
• Coaches others to think outside the norm and
engage in creative problem solving.
• Provides challenging and stretch assignments,
while giving continuous feedback.
• Identifies and sponsors development
experiences for others that help them gain wide
exposure that lead to professional growth.
• Builds teams that leverage diversity to achieve
better outcomes.
19. 19
6) FACILITATES CHANGE: Encourages others to seek opportunities for different and innovative
approaches to address problems and opportunities; facilitates implementation and acceptance of
change.
Leadership Competencies & Anchors:Leadership Competencies & Anchors:
Way of DoingWay of Doing
Low End:
• Initiates change without encouraging others to
ask questions and/or provide suggestions.
• Inflexible in adjusting strategy, tactics, or
processes.
• Maintains the status quo; resists change.
• Resistant to examine alternatives when faced
with new information.
High End:
• Consistently remains open to ideas offered by
others; supports and uses good ideas to solve
problems and/or address issues.
• Attempts to minimize complexities and
contradictions; clarifies direction and smoothes
the process of change.
• Modifies strategies, tactics, or processes as
needed to support the business, while balancing
long term objectives.
• Champions organizational change in ways that
help people understand, appreciate, and support
the change.
760) 861-9940
20. 20
Leadership Competencies & Anchors:Leadership Competencies & Anchors:
Way of DoingWay of Doing
7) DEMONSTRATES DECISIVENESS AND JUDGMENT EFFECTIVELY: Makes well-
informed, effective, and timely decisions, and commits to definite courses of action on the basis of
limited information. Decisions are based on logical inferences, experiences, and the implications,
alternatives, and consequences are considered.
Low End:
• Is unable to make an effective decision under
pressure and tight deadlines.
• Backs down from the decision when faced with
opposition.
• Does not take accountability for his/her decision
making.
• Does not show good judgment about what ideas
or suggestions could actually be implemented.
• Makes decisions without thinking about the facts
or the impact upon people.
High End:
• Makes thoughtful decisions under pressure and
tight deadlines; does not become overwhelmed
when making a decision.
• Effectively utilizes data, analyses, wisdom, and
experience when making decisions.
• Solutions and suggestions turn out to be correct
when judged over time.
• Includes the right people in discussions leading
up to a decision.
• Can decide and act with enough, although not
the total, data/information.
• Emphasizes personal accountability in his/her
decision-making.
21. 21
Integral Leadership Development ProgramIntegral Leadership Development Program
Facilitating Substantive Change in 6 Months
•Focus on Way of Being
•Transformational Leadership
•Leadership Development Plans and Practices
22. 22
Why Take an Integral Approach to Leadership?Why Take an Integral Approach to Leadership?
Becoming an effective, exemplary leader is the same thing
as becoming a fully integrated human being.
--Warren Bennis
23. 23
Typical Focus of a Leader is “Way of Doing”Typical Focus of a Leader is “Way of Doing”
>Managing Performance
>Modeling Appropriate Behavior
>Providing Accurate Feedback
>Checking Perceptions
>Offering Suggestions or Making Requests
>Building Agreement
>Offering Experience and Technical Skills
(making distinctions, suggesting practices, readings, self-
observations, inquiries)
>Creating Accountability
24. 24
But Real Impact Happens at “Way of Being”But Real Impact Happens at “Way of Being”
>Being Fully Present to your People (squaring up, centering,
“uni-tasking”)
>Maintaining Curiosity and Creativity
>Inspiring Change and Transformation
>Creating a Safe, Caring and Trusting Environment for
Change to Occur
>Being Authentic
>Being Courageous and Cognitively Agile
25. 25
How do you see the world?How do you see the world?
A shoe factory sends two marketing teams to a remote
region in the Sahara to study the feasibility of expanding
their business. One sends back a telegram that says,
...SITUATION HOPELESS. NO ONE WEARS SHOES….
26. 26
The other writes back triumphantly,
…….GLORIOUS BUSINESS OPPORTUNITY! THEY HAVE
NO SHOES!…….
Adapted from The Art of Possibility by Rosamond Stone Zander and Benjamin Zander
27. 27
Transformational Leadership ObjectivesTransformational Leadership Objectives
Strengthen your leadership capacity by developing
leadership competencies needed to meet demands of
complexity, growth, and profitability, specifically those
relating to Way of Being as a leader.
Further develop coaching abilities of top leaders so that
they become more effective in developing the people in
their organizations.
Create measurable, sustainable results in each individual
leader’s development and in organizational coaching
capability (using the Leadership Development Plan that
comes out of your attending the Development Center and
the Mosaic Conversations). ,
28. 28
New Definition of LeadershipNew Definition of Leadership
The ability to recognize and align strengths (toward a
purpose) in such a way that weaknesses are irrelevant.
-- Peter Drucker
30. 30
Practices of a LeaderPractices of a Leader
Challenge people beyond their own perceived capabilities. They
challenge the “status quo”
Encourage people by creating a reinforcing cycle of affirmation
Enable people by supporting them to do what they do best
Coach and develop methods that accelerate learning and positive
change
Inquire by seeking out people with different perspectives and by
being a life-long learner committed to personal growth
Stimulate Dialogue by inviting people to question and discover
ways that haven’t been tried before, rather than “telling”
From a study conducted on Appreciative Leadership by Deanna
Riley, Bea Mah Holland and Marjorie Schiller
31. 31
It Is Time to Change How We Actually LeadIt Is Time to Change How We Actually Lead
32. 32
Overview of the Final Program DesignOverview of the Final Program Design
Integral Intelligence™ is the capacity to access and use
multiple sources of leadership intelligence: cognitive,
emotional, relational, spiritual, and somatic.
By developing these dimensions to a deeper level, leaders
are able to enhance a number of critical leadership
capabilities: resilience, inspiration, authenticity, vision,
presence, courage and creativity.
Integral Intelligence also assumes an appreciative stance
to leadership; that is, a belief that positive focus generates
enhanced leadership capability and improved business
results.
33. 33
Program OutcomesProgram Outcomes
Present to others so they feel valued, respected and included.
Creative in accessing effective solutions to everyday challenges.
Authentic in how you lead so you are more enlivened and
engaged with work and life.
Resilient in bouncing back more quickly in the face of challenge
or defeat.
Effective, compelling and inspiring in your communications.
Capable of leading positive change, even when challenged by
negative environments.
Able to create environments that liberate leadership potential in
the people you lead and manage.
34. 34
ObjectivesObjectives
Composite of Amylin leader’s background, experiences,
strengths, career path and development plan
> Thoughtful process for developing individuals for Senior
Management positions
> Focus on development (an investment over time)
Leadership Development Mosaic ProcessLeadership Development Mosaic Process
What is it & how we do itWhat is it & how we do it
35. 35
Leadership Assessment CenterLeadership Assessment Center
Customized 360
> Mapped to Amylin’s Leadership Competencies
> All Participants briefed on how to do the 360 (e.g. bias)
> Results absolutely Confidential: For Development Only
Leadership Instruments
> Cognitive Skills/Critical Thinking Skills/Problem-solving Skills
> Emotional Intelligence/Social and Interpersonal Awareness
> Concentration Skills, Personal and Interpersonal attributes
> Business Acumen Tests
Leadership Assessments
> Biodata Survey
> Personal Inteview
> Career Planning Discussions
36. 36
Leadership Assessment CenterLeadership Assessment Center
Customized Assessment Center Activities
>One evening and 1 1/2 days at Executive Education Department
of UCSD Rady School of Management: July 31, August 1 & 2
– Dinner Session: 6:00pm - 8:30pm
– Day 1: 8:30am - 6:00pm
– Day 2: 8:30am - 1:00pm
>Participants: 12 Senior Leaders
>Team and Individual Exercises
>Focus on Amylin Leadership Competencies, application of
knowledge in strategy, commercial, risk management, finance,
and operations management
37. 37
Post-Assessment CenterPost-Assessment Center
Individual FeedbackIndividual Feedback
Feedback & Developmental Planning
>2-3 weeks after the Assessment Center
>Confidential feedback to the individual (1:1 with a Rady
Assessment Center Coach):
– Test Results Binder sent to you 2+ days before Feedback Session
– Overview of your results
– Breakdown of key areas
• 360
• Leadership Instruments
• Assessment Center
– Call out individual strengths, proficiencies as well as
developmental opportunities (based on Amylin Competencies)
38. 38
Leadership Development MosaicLeadership Development Mosaic
LEADERSHIP DEVELOPMENT MOSAIC
SANDRA SMITH
Vice-President Commercial Affairs
Start Date: 09/11/2000
Previous Role/Promotions with Amylin:
• Promoted to VP Commercial Affairs: Sep-2004
• Promoted to Exec Dir, Commercial Affairs: Jun-2002
• Hired as Director Brand Management: Dec-2000
Education, Key Experiences & Functional Competencies:
• M.B.A. University of California, Berkeley, 1996
• Director of Brand Management, Pfizer 1997-2000
• Regional Sale Manager, Pfizer 1992-1997
• Functional Competencies include Product Launch Planning and Management;
Planning and Execution of Marketing Strategic Plan
Career Goals:
• Short Term: Head of Marketing for a growing biotech/pharma company; Long Term?
Performance:
• Attain “Exceeds Performance” in each of the last 4 years
• Examples of SPECIFICS
Potential Readiness Potential Positions
Likely to Excel In
Challenging situations that demand Strategic
Thinking as well as detailed Tactical Planning
Likely to Struggle With
Dealing with large, complex organizations;
especially the variety of Human Capital issues
Current Assessment Development Suggestions
Strengths to Leverage
Drive for Results
Courage
Development Areas
Accurate Self-Insight
Broad Business Acumen
• Lead presentations to Alliance partners and to the BOD
• New assignment as part of the coprorate strategic planning team
• Involvement in the Business Development Committee
• Practices and Feedback associated with Self-Insight
SSMMGG LLEEAADDEERRSSHHIIPP CCOOMMPPEETTEENNCCIIEESS
Note: Narratives for each is on following page
WAY OF BEING
Resilience Strength
Accurate Self-Insight Dev Opp
Presence Proficiency
Authenticity Strength
Courage Strength
Creativity Proficiency
Social Agility Proficiency
Cognitive Agility Proficiency
WAY OF DOING
Drives for Results Strength
Builds Strategic Relationships Strength
Leads Through Organizational Vision and Values Strength
Possesses Broad Business Acumen Dev Opp
Builds Organizational Talent Proficiency
Facilitates Change Proficiency
39. 39
Post-Assessment CenterPost-Assessment Center
Mosaic ConversationMosaic Conversation
Mosaic Conversations
2-4 weeks after Assessment Center
Manager, Cross-Functional EC Member, Exec Dir Leadership
Development, CLO, HR Business Partner, UCSD assessor/coach
The UCSD assessor/coach will share their general observations about
each person, but will not share any 360 specifics
Review all Dimensions of Your Leadership Profile (“Mosaic”)
Career Goals
Skills, Experiences, Knowledge
Competency Assessments (Strengths, Proficiencies, Developmental
Opportunities)
Performance
Potential
Readiness Assessment
Current Career Path Analysis
Leadership Development Suggestions
40. 40
Post-Assessment Center:Post-Assessment Center:
Individual Leadership Development Plans (ILPs)Individual Leadership Development Plans (ILPs)
1-2 weeks after Mosaic Meetings
Meeting of Individual, Manager, and Exec Dir Leadership
Development
Individual will own their plan and progress of their plan
Activities, Experiences, and Practices matched to Development
Opportunities
Training
Academic Courses
Coaching
Job Assignments and Experiences
Job Structure
Job Rotation
ILP Practices
Feedback, and Coaching Process
Metrics to measure progress and milestones
41. 41
Progress in Building the Leadership PipelineProgress in Building the Leadership Pipeline
at Amylinat Amylin
Leadership Learning & Development
Inputs
TALENT
• Leadership Dev Center
• Performance Review
• Career Planning
• Talent ID Tool
• Initial Mosaic
POSITION
• Org Design for Leadership
• Staffing Needs
• Position Description
• Int/Ext Sourcing
TALENT
ASSESSMENT
Mosaic Conversations
• Performance
• Potential
• Retention Risk
• Barriers
POSITION
ASSESSMENT
• Competencies
• Experiences
• Skill/Knowledge
• Criticality
• Timing of Opening
Career &
Succession
Planning
Outputs
• Talent Pipeline
• Strategic Staffing Plan
• Talent Metrics
Diversity and Engagement Strategies
Outputs
• Leadership Mosaic
• Development Plans
• Readiness Rating
• Talent Pipeline
• Talent Grid
•Training
•Coaching
•Experiences
& Practices
Right
Person
in the
Right
Role
at the
Right
Time
=
Right
Results
PHASE 1
PHASE 2
43. 43
Leadership Development PipelineLeadership Development Pipeline
Phase IPhase I
>Phase 1 complete (Level 1 & 2 Talent Conversations)
>Leadership Pipelines reflective of Amylin’s leadership needs of
today; not necessarily what we need even in next 12-18 months
– Re-baseline of our Succession Planning
– What we have learned
>We have left the “hit by the bus scenario” out of these pipelines
> Chart Keys
– Ready Now is in BLUE (next 6-12 months)
– Ready Later is in GREEN (next 12-36 months)
– Long Term is in PURPLE (next 3-5 years)
– Accelerated Potential prospects are Italicized (individuals who can
quickly grow into senior leaders/general managers/business unit leads)
44. 44
Talent PipelineTalent Pipeline
Functional Head
(Name)
Functional Head
(Name)
Incumbent NameIncumbent NameIncumbent NameIncumbent Name
Name
Name
NameName
Name
Name
LEGEND
Green = Ready Now
Blue = Ready Later
Brown = Well Placed
Red = Under Performing
Black = Too New to Rate
Brackets = {Diversity Candidate}
45. 45
Leadership Potential Grid: Using Sonar 6Leadership Potential Grid: Using Sonar 6
SoftwareSoftware
>A multi-dimensional look at our entire Talent Pool
>Ability to zero in on specific individuals tied to specific Leadership
Needs
>Enhances current conversations through an engaging interface that
saves time and allows us to quickly analyze both high and low
performers graphically.
>Provides a visual overview of the history of talent management for
the entire organization
>Provides a graphical representation of each manager’s team in
comparison to the overall organization.
>Shows average performance for each factor for each function, as
well as the overall organization.
51. 51
Resources and LinksResources and Links
Acknowledgements and Permissions
Amylin acknowledges the work of Donna Stoneham of Positive Impact, LLC, and Pat Weger of
MW Coaching and Consulting, and their published work in The International Journal of Coaching
in Organizations Fall, 2006 issue, for the following intellectual property:
Way of Doing / Way of Being / Business Results Distinction
Definitions for Way of Being Competencies: Resilience, Authenticity, Courage, Presence, and
Creativity
Granted permission to use, 2007, for the sole internal use of Amylin Pharmaceuticals.
Editor's Notes
The James D. Watson Helix Award, the bioscience industry’s sole award for outstanding corporate achievement, was created to celebrate the importance, the excellence and the creative character of the industry. The Award bears the name of James D. Watson, the Nobel Laureate who is recognized around the world along with his partner and co-recipient, Francis Crick, as having laid the foundation for the modern biotechnology industry. Modern biology, and the biotechnology industry it has spawned, would not existed as we know it today if not for Dr. Watson’s scientific achievements and leadership. The biotech sector is at the leading edge of the changes that are already transforming the global economy for the new millennium. Our industry's progress depends in the continuing conquest of new intellectual frontier; our products seek to preserve life, improve health and enhance well-being; our people join together as partners in invention as well as in the revitalization of the communities in which our enterprises reside.The Award recognizes the biotechnology company that has demonstrated leadership in Scientific/Product Innovation and Corporate Performance. Special Consideration may be given due to unique circumstances in which a company may have demonstrated outstanding corporate leadership. The award will recognize biotech companies that have demonstrated leadership and significant achievement during the previous year in three categories: Private/Global Venture, Small-Mid Public and Large Public.The James D. Watson Helix Award was founded in 1996 by the Stony Brook University and its Center for Biotechnology. The Award is presented in partnership with the Biotechnology Industry Organization annually at the BIO CEO and Investor Conference in New York City.
Amylin Pharmaceuticals, Inc. was the winner in the small/mid-cap category. "At Amylin, we are committed to improving lives through the discovery, development and commercialization of innovative medicines. It is an honor to be recognized by BIO, the Center for Biotechnology, and Stony Brook University as an entrepreneurial company that is dedicated to challenging science and changing the lives of our patients," stated Dr. Alain Baron, Senior Vice President of Research.
Thoughtful process for identifying, developing, and promoting talent to ensure we have the right people, in the right job at the right time
We do this through …….
Comprehensive Leadership Development Process
Defining Senior Leadership Competencies (now and in future)
Way of Being
Way of Doing
Objective Talent Management Reviews
Thoughtful Decision Making
Succession Development & Planning
Greg Facilitating
Thoughtful process for identifying, developing, and promoting talent to ensure we have the right people, in the right job at the right time
We do this through …….
Comprehensive Leadership Development Process
Defining Senior Leadership Competencies (now and in future)
Way of Being
Way of Doing
Objective Talent Management Reviews
Thoughtful Decision Making
Succession Development & Planning