SlideShare a Scribd company logo
Managing People “Up the Curve”
in a High Velocity Environment
Selection, Management and Intervention Determine
Success or Failure of People and the Business
Leland Sandler
Managing Partner
The Sandler Group LLC
The High Velocity Environment
 High revenue growth
 High business expansion / acquisitions / mergers
 Turn-around
 Extraordinary commitment to improve
 One could argue--
– Goal should never be to remain small
• Someone will eliminate you
– Goal should never be to reach maturity
• Reinvent
• Commit to change or lose in the end
– Goal should be to stay on the High Velocity curve
The High Velocity Problem
• Generally, people fail to modify their behavior
at a rate rapid enough to meet the demands
and dynamic change of a High Velocity
business
• High Velocity business success and managing
people “up the curve”
– Understand required behaviors and skills
– Select the right people
– Recognize need for intervention
– Intervene quickly and effectively
The High Velocity Model
Revenue/
Scale/
Complexity
Time
Small Business
High Velocity Business
Mature Business
SK: Skill Capacity
SC: Ability to Manage Scale/Complexity
Δ : Ability to Manage Change
SK:↑ SC:↑ Δ:↓
SK:↑ SC:↑ Δ:↑
SK:↓ SC:↓ Δ:↓
Small Business Career Experience
• Small Business
– low scale
– low growth
– low change
• Low experience to manage scale and complexity
• Low skill capacity
• Low experience anticipating and managing change
• Executives from Small Business will generally lack
skills for High Velocity
– Must develop skills, and change skills, simultaneously
– Low probability of success
– Better to be in Mature Business to develop skills first
Mature Business Career Experience
• Mature Business
– high scale
– low growth
– low change
• High experience/skill to manage scale and complexity
– More complex than Small Business
– Know what the “answer” looks like
• High skill capacity—big companies train and develop more!
• Low experience managing change without resources
• Executives from Mature Business will have strong, but
potentially narrow, skills to adapt to High Velocity
– Care must be exercised
– Specific assignment to avoid the Small Business weakness
– Changing management skills are the priority—Focus on behavior!
Requirements for High Velocity Business
• High Velocity Business
– Increasing scale
– High growth
– High change
• Executive requirements
– High skill capacity (successfully manage different priorities at a
high level simultaneously)
– Strong capability to manage scale and complexity
– High desire and capacity to manage change
• Most demanding environment
– Focus on those with high skill capacity
– Pay attention to prior work environment and Small Business
experiences
– Assess flexibility, dynamic response, anticipatory skills
Going Horizontal
Revenue/
Scale/
Complexity
Time
Small Business
High Velocity Business
Mature Business
SK: Skill Capacity
SC: Ability to Manage Scale/Complexity
Δ : Ability to Manage Change
SK:↑ SC:↑ Δ:↓
SK:↑ SC:↑ Δ:↑
SK:↓ SC:↓ Δ:↓
Going Horizontal!
Going Horizontal—The Management
Opportunity
• “Going Horizontal” (H)
– Failure to stay on the curve—SK, SC, Δ
– The further one goes off the curve, the harder to return!
• Management role in H
– Identify horizontal behavior and intervene
– Pay attention to the difference between skills and behavioral
coaching
– Late and ineffective intervention is H behavior in itself
• Required behavior—avoid H experiences
– Give and receive feedback—frequently and aggressively
– Waiting for change and “growing into the role” is a strategy
for failure
– Do not accept H behavior, it undermines the organization
Going Horizontal
Revenue/
Scale/
Complexity
Time
Small Business
High Velocity Business
Mature Business
SK: Skill Capacity
SC: Ability to Manage Scale/Complexity
Δ : Ability to Manage Change
SK:↑ SC:↑ Δ:↓
SK:↑ SC:↑ Δ:↑
SK:↓ SC:↓ Δ:↓
Going Horizontal!
Selection and Management “Up the Curve”
• Define current and future Company stages
• Place the two points on the curve
• Assess role in current and future stages
– Pay attention to SC, SK and Δ
• Assess executive
– Use Small, Mature and High Velocity Business
definitions
– Place the executive in the context of the
Company and role
People Implications
• Do not make the error of domain knowledge
(bias)
• Focus on “transferable skills”
– Analytical approach/skills
– Proven ability to problem solve
– Adaptability to new environments
– Ability to learn
• The ideal candidate has Mature company
development and High Velocity business
experiences
Going Horizontal—Intervention
• Coaching the coach
– Feedback to the coach about the coach’s team
– Helping the coach “see it”, the first intervention
– The coach who intervenes habitually late is
horizontal, the second intervention
• Looking in the mirror
– The CEO is the leader in “up the curve”
management
– The daily intervention is managing one’s self up
the curve
Going Horizontal
Revenue/
Scale/
Complexity
Time
Small Business
High Velocity Business
Mature Business
SK: Skill Capacity
SC: Ability to Manage Scale/Complexity
Δ : Ability to Manage Change
SK:↑ SC:↑ Δ:↓
SK:↑ SC:↑ Δ:↑
SK:↓ SC:↓ Δ:↓
Going Horizontal!
15
Questions & Comments
Leland Sandler
Managing Partner
The Sandler Group, LLC
858-344-6160
www.sandlergroup.net

More Related Content

What's hot

Time management as a Soft Skill
Time  management as a Soft SkillTime  management as a Soft Skill
Time management as a Soft Skill
Tanmay2404
 
Services_PresentationL
Services_PresentationLServices_PresentationL
Services_PresentationL
Yioula Georgiou
 
Strategic planning model
Strategic planning modelStrategic planning model
Strategic planning model
Iram Sohail
 
Bama six sigma for hr
Bama six sigma for hrBama six sigma for hr
Bama six sigma for hr
Daniel Bloom SPHR, SSBB
 
Advantage of Hiring Management Expert
Advantage of Hiring Management Expert Advantage of Hiring Management Expert
Advantage of Hiring Management Expert
Lesa Cote
 
Healthcare leadership skills
Healthcare leadership skillsHealthcare leadership skills
Healthcare leadership skills
Aalijah Yousaf
 
Opportunity open market
Opportunity open marketOpportunity open market
Opportunity open market
cfry
 
stages of group formation in organisation
stages of group formation in organisationstages of group formation in organisation
stages of group formation in organisation
santhoshi batchu
 
Transactional And Transformational Leadership Development Powerpoint Presenta...
Transactional And Transformational Leadership Development Powerpoint Presenta...Transactional And Transformational Leadership Development Powerpoint Presenta...
Transactional And Transformational Leadership Development Powerpoint Presenta...
SlideTeam
 
Getting The Best Out Of Your People - webinar
Getting The Best Out Of Your People - webinarGetting The Best Out Of Your People - webinar
Getting The Best Out Of Your People - webinar
G&A Partners
 
Planning Change Management to Ensure a Tech Project's Success
Planning Change Management to Ensure a Tech Project's SuccessPlanning Change Management to Ensure a Tech Project's Success
Planning Change Management to Ensure a Tech Project's Success
Heller Consulting
 
quality_catalysts_nemteq
quality_catalysts_nemteqquality_catalysts_nemteq
quality_catalysts_nemteq
John Rutledge
 
Agile Network India | Make your Agile Transformation Successful | Varghese Da...
Agile Network India | Make your Agile Transformation Successful | Varghese Da...Agile Network India | Make your Agile Transformation Successful | Varghese Da...
Agile Network India | Make your Agile Transformation Successful | Varghese Da...
AgileNetwork
 
Hiring process checklist
Hiring process checklistHiring process checklist
Hiring process checklist
sridharps7
 
HRM - Organisational Structure
HRM - Organisational StructureHRM - Organisational Structure
HRM - Organisational Structure
tutor2u
 

What's hot (15)

Time management as a Soft Skill
Time  management as a Soft SkillTime  management as a Soft Skill
Time management as a Soft Skill
 
Services_PresentationL
Services_PresentationLServices_PresentationL
Services_PresentationL
 
Strategic planning model
Strategic planning modelStrategic planning model
Strategic planning model
 
Bama six sigma for hr
Bama six sigma for hrBama six sigma for hr
Bama six sigma for hr
 
Advantage of Hiring Management Expert
Advantage of Hiring Management Expert Advantage of Hiring Management Expert
Advantage of Hiring Management Expert
 
Healthcare leadership skills
Healthcare leadership skillsHealthcare leadership skills
Healthcare leadership skills
 
Opportunity open market
Opportunity open marketOpportunity open market
Opportunity open market
 
stages of group formation in organisation
stages of group formation in organisationstages of group formation in organisation
stages of group formation in organisation
 
Transactional And Transformational Leadership Development Powerpoint Presenta...
Transactional And Transformational Leadership Development Powerpoint Presenta...Transactional And Transformational Leadership Development Powerpoint Presenta...
Transactional And Transformational Leadership Development Powerpoint Presenta...
 
Getting The Best Out Of Your People - webinar
Getting The Best Out Of Your People - webinarGetting The Best Out Of Your People - webinar
Getting The Best Out Of Your People - webinar
 
Planning Change Management to Ensure a Tech Project's Success
Planning Change Management to Ensure a Tech Project's SuccessPlanning Change Management to Ensure a Tech Project's Success
Planning Change Management to Ensure a Tech Project's Success
 
quality_catalysts_nemteq
quality_catalysts_nemteqquality_catalysts_nemteq
quality_catalysts_nemteq
 
Agile Network India | Make your Agile Transformation Successful | Varghese Da...
Agile Network India | Make your Agile Transformation Successful | Varghese Da...Agile Network India | Make your Agile Transformation Successful | Varghese Da...
Agile Network India | Make your Agile Transformation Successful | Varghese Da...
 
Hiring process checklist
Hiring process checklistHiring process checklist
Hiring process checklist
 
HRM - Organisational Structure
HRM - Organisational StructureHRM - Organisational Structure
HRM - Organisational Structure
 

Similar to Managing up the Curve- Leland Sandler

How to Shift Your Company into High Gear! - WelchGroup Consulting
How to Shift Your Company into High Gear! - WelchGroup ConsultingHow to Shift Your Company into High Gear! - WelchGroup Consulting
How to Shift Your Company into High Gear! - WelchGroup Consulting
Welch LLP
 
Promotion - LI sample
Promotion - LI samplePromotion - LI sample
Promotion - LI sample
Carlos Andres Apolinario Aguilar
 
molly-rodgers.pptx
molly-rodgers.pptxmolly-rodgers.pptx
molly-rodgers.pptx
SandeepRaghunath2
 
Hr impacting business
Hr impacting businessHr impacting business
Hr impacting business
Poushali Dey
 
Losing your minds - Bill Kaplan
Losing your minds - Bill KaplanLosing your minds - Bill Kaplan
Losing your minds - Bill Kaplan
SIKM
 
Loss_Prevention_Specialist_Logistics
Loss_Prevention_Specialist_LogisticsLoss_Prevention_Specialist_Logistics
Loss_Prevention_Specialist_Logistics
Mark Everest
 
Mark padilla updated resume
Mark padilla   updated resumeMark padilla   updated resume
Mark padilla updated resume
markpadilla
 
srivatsan new resume
srivatsan new resumesrivatsan new resume
srivatsan new resume
Ram Krishnan
 
Hindustan coca cola beverages
Hindustan coca cola beveragesHindustan coca cola beverages
Hindustan coca cola beverages
GDGWI
 
Defining Future Capabilities – Beyond Guesswork
Defining Future Capabilities – Beyond GuessworkDefining Future Capabilities – Beyond Guesswork
Defining Future Capabilities – Beyond Guesswork
LearningCafe
 
NEWEST RESUME 2016
NEWEST RESUME 2016NEWEST RESUME 2016
NEWEST RESUME 2016
Stacey Dyan Knapp
 
Talent Management – Harnessing the power of your team
Talent Management – Harnessing the power of your teamTalent Management – Harnessing the power of your team
Talent Management – Harnessing the power of your team
Eversheds Sutherland
 
We've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not peopleWe've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not people
TKMG, Inc.
 
Talent managemet 1
Talent managemet 1Talent managemet 1
Talent managemet 1
Shyamendra Verma
 
Creating A Talent Driven Organization
Creating A Talent Driven OrganizationCreating A Talent Driven Organization
Creating A Talent Driven Organization
Nancy Zentis
 
Talent Pool Management PowerPoint Presentation Slides
Talent Pool Management PowerPoint Presentation Slides Talent Pool Management PowerPoint Presentation Slides
Talent Pool Management PowerPoint Presentation Slides
SlideTeam
 
Org upgradepresentation cen4-04slidepresentation.ppt
Org upgradepresentation cen4-04slidepresentation.pptOrg upgradepresentation cen4-04slidepresentation.ppt
Org upgradepresentation cen4-04slidepresentation.ppt
Craig Marton
 
Demystifying Talent mgmt (Assessment & Development Centers)
Demystifying Talent mgmt (Assessment & Development Centers)Demystifying Talent mgmt (Assessment & Development Centers)
Demystifying Talent mgmt (Assessment & Development Centers)
ASHUTOSH LABROO
 
Change Management: How to Enable Organizational Change for Real & Lasting Res...
Change Management: How to Enable Organizational Change for Real & Lasting Res...Change Management: How to Enable Organizational Change for Real & Lasting Res...
Change Management: How to Enable Organizational Change for Real & Lasting Res...
PerfectMind
 
The Three Types of Leadership Development
The Three Types of Leadership DevelopmentThe Three Types of Leadership Development
The Three Types of Leadership Development
Leading Resources, Inc.
 

Similar to Managing up the Curve- Leland Sandler (20)

How to Shift Your Company into High Gear! - WelchGroup Consulting
How to Shift Your Company into High Gear! - WelchGroup ConsultingHow to Shift Your Company into High Gear! - WelchGroup Consulting
How to Shift Your Company into High Gear! - WelchGroup Consulting
 
Promotion - LI sample
Promotion - LI samplePromotion - LI sample
Promotion - LI sample
 
molly-rodgers.pptx
molly-rodgers.pptxmolly-rodgers.pptx
molly-rodgers.pptx
 
Hr impacting business
Hr impacting businessHr impacting business
Hr impacting business
 
Losing your minds - Bill Kaplan
Losing your minds - Bill KaplanLosing your minds - Bill Kaplan
Losing your minds - Bill Kaplan
 
Loss_Prevention_Specialist_Logistics
Loss_Prevention_Specialist_LogisticsLoss_Prevention_Specialist_Logistics
Loss_Prevention_Specialist_Logistics
 
Mark padilla updated resume
Mark padilla   updated resumeMark padilla   updated resume
Mark padilla updated resume
 
srivatsan new resume
srivatsan new resumesrivatsan new resume
srivatsan new resume
 
Hindustan coca cola beverages
Hindustan coca cola beveragesHindustan coca cola beverages
Hindustan coca cola beverages
 
Defining Future Capabilities – Beyond Guesswork
Defining Future Capabilities – Beyond GuessworkDefining Future Capabilities – Beyond Guesswork
Defining Future Capabilities – Beyond Guesswork
 
NEWEST RESUME 2016
NEWEST RESUME 2016NEWEST RESUME 2016
NEWEST RESUME 2016
 
Talent Management – Harnessing the power of your team
Talent Management – Harnessing the power of your teamTalent Management – Harnessing the power of your team
Talent Management – Harnessing the power of your team
 
We've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not peopleWe've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not people
 
Talent managemet 1
Talent managemet 1Talent managemet 1
Talent managemet 1
 
Creating A Talent Driven Organization
Creating A Talent Driven OrganizationCreating A Talent Driven Organization
Creating A Talent Driven Organization
 
Talent Pool Management PowerPoint Presentation Slides
Talent Pool Management PowerPoint Presentation Slides Talent Pool Management PowerPoint Presentation Slides
Talent Pool Management PowerPoint Presentation Slides
 
Org upgradepresentation cen4-04slidepresentation.ppt
Org upgradepresentation cen4-04slidepresentation.pptOrg upgradepresentation cen4-04slidepresentation.ppt
Org upgradepresentation cen4-04slidepresentation.ppt
 
Demystifying Talent mgmt (Assessment & Development Centers)
Demystifying Talent mgmt (Assessment & Development Centers)Demystifying Talent mgmt (Assessment & Development Centers)
Demystifying Talent mgmt (Assessment & Development Centers)
 
Change Management: How to Enable Organizational Change for Real & Lasting Res...
Change Management: How to Enable Organizational Change for Real & Lasting Res...Change Management: How to Enable Organizational Change for Real & Lasting Res...
Change Management: How to Enable Organizational Change for Real & Lasting Res...
 
The Three Types of Leadership Development
The Three Types of Leadership DevelopmentThe Three Types of Leadership Development
The Three Types of Leadership Development
 

More from Leland Sandler

Evolving Changes of Leadership: Navigating Complexity
Evolving Changes of Leadership: Navigating ComplexityEvolving Changes of Leadership: Navigating Complexity
Evolving Changes of Leadership: Navigating Complexity
Leland Sandler
 
Leland Sandler: Leadership and Succession Development
Leland Sandler: Leadership and Succession DevelopmentLeland Sandler: Leadership and Succession Development
Leland Sandler: Leadership and Succession Development
Leland Sandler
 
Leland Sandler: An Approach to Implementing Sustainable Change
Leland Sandler: An Approach to Implementing Sustainable ChangeLeland Sandler: An Approach to Implementing Sustainable Change
Leland Sandler: An Approach to Implementing Sustainable Change
Leland Sandler
 
Leland Sandler on Culture of Accountability and Execution
Leland Sandler on Culture of Accountability and ExecutionLeland Sandler on Culture of Accountability and Execution
Leland Sandler on Culture of Accountability and Execution
Leland Sandler
 
The Case for Executive Advising- Leland Sandler
The Case for Executive Advising- Leland SandlerThe Case for Executive Advising- Leland Sandler
The Case for Executive Advising- Leland Sandler
Leland Sandler
 
Consultative Selling Workshop
Consultative Selling WorkshopConsultative Selling Workshop
Consultative Selling Workshop
Leland Sandler
 
Leadership That Drives Organizational Results- Leland Sandler
Leadership That Drives Organizational Results- Leland SandlerLeadership That Drives Organizational Results- Leland Sandler
Leadership That Drives Organizational Results- Leland Sandler
Leland Sandler
 
Leland Sandler's Presentation on Creating and Capturing value
Leland Sandler's Presentation on Creating and Capturing valueLeland Sandler's Presentation on Creating and Capturing value
Leland Sandler's Presentation on Creating and Capturing value
Leland Sandler
 

More from Leland Sandler (8)

Evolving Changes of Leadership: Navigating Complexity
Evolving Changes of Leadership: Navigating ComplexityEvolving Changes of Leadership: Navigating Complexity
Evolving Changes of Leadership: Navigating Complexity
 
Leland Sandler: Leadership and Succession Development
Leland Sandler: Leadership and Succession DevelopmentLeland Sandler: Leadership and Succession Development
Leland Sandler: Leadership and Succession Development
 
Leland Sandler: An Approach to Implementing Sustainable Change
Leland Sandler: An Approach to Implementing Sustainable ChangeLeland Sandler: An Approach to Implementing Sustainable Change
Leland Sandler: An Approach to Implementing Sustainable Change
 
Leland Sandler on Culture of Accountability and Execution
Leland Sandler on Culture of Accountability and ExecutionLeland Sandler on Culture of Accountability and Execution
Leland Sandler on Culture of Accountability and Execution
 
The Case for Executive Advising- Leland Sandler
The Case for Executive Advising- Leland SandlerThe Case for Executive Advising- Leland Sandler
The Case for Executive Advising- Leland Sandler
 
Consultative Selling Workshop
Consultative Selling WorkshopConsultative Selling Workshop
Consultative Selling Workshop
 
Leadership That Drives Organizational Results- Leland Sandler
Leadership That Drives Organizational Results- Leland SandlerLeadership That Drives Organizational Results- Leland Sandler
Leadership That Drives Organizational Results- Leland Sandler
 
Leland Sandler's Presentation on Creating and Capturing value
Leland Sandler's Presentation on Creating and Capturing valueLeland Sandler's Presentation on Creating and Capturing value
Leland Sandler's Presentation on Creating and Capturing value
 

Recently uploaded

Digital Marketing with a Focus on Sustainability
Digital Marketing with a Focus on SustainabilityDigital Marketing with a Focus on Sustainability
Digital Marketing with a Focus on Sustainability
sssourabhsharma
 
Part 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 SlowdownPart 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 Slowdown
jeffkluth1
 
Understanding User Needs and Satisfying Them
Understanding User Needs and Satisfying ThemUnderstanding User Needs and Satisfying Them
Understanding User Needs and Satisfying Them
Aggregage
 
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & InnovationInnovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Operational Excellence Consulting
 
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
SOFTTECHHUB
 
Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto RicoAuthentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto Rico
Corey Perlman, Social Media Speaker and Consultant
 
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
APCO
 
2022 Vintage Roman Numerals Men Rings
2022 Vintage Roman  Numerals  Men  Rings2022 Vintage Roman  Numerals  Men  Rings
2022 Vintage Roman Numerals Men Rings
aragme
 
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
Lviv Startup Club
 
How MJ Global Leads the Packaging Industry.pdf
How MJ Global Leads the Packaging Industry.pdfHow MJ Global Leads the Packaging Industry.pdf
How MJ Global Leads the Packaging Industry.pdf
MJ Global
 
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
taqyea
 
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
my Pandit
 
Creative Web Design Company in Singapore
Creative Web Design Company in SingaporeCreative Web Design Company in Singapore
Creative Web Design Company in Singapore
techboxsqauremedia
 
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel ChartSatta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024
Adnet Communications
 
Best Forex Brokers Comparison in INDIA 2024
Best Forex Brokers Comparison in INDIA 2024Best Forex Brokers Comparison in INDIA 2024
Best Forex Brokers Comparison in INDIA 2024
Top Forex Brokers Review
 
How to Implement a Real Estate CRM Software
How to Implement a Real Estate CRM SoftwareHow to Implement a Real Estate CRM Software
How to Implement a Real Estate CRM Software
SalesTown
 
Business storytelling: key ingredients to a story
Business storytelling: key ingredients to a storyBusiness storytelling: key ingredients to a story
Business storytelling: key ingredients to a story
Alexandra Fulford
 
Chapter 7 Final business management sciences .ppt
Chapter 7 Final business management sciences .pptChapter 7 Final business management sciences .ppt
Chapter 7 Final business management sciences .ppt
ssuser567e2d
 
Best practices for project execution and delivery
Best practices for project execution and deliveryBest practices for project execution and delivery
Best practices for project execution and delivery
CLIVE MINCHIN
 

Recently uploaded (20)

Digital Marketing with a Focus on Sustainability
Digital Marketing with a Focus on SustainabilityDigital Marketing with a Focus on Sustainability
Digital Marketing with a Focus on Sustainability
 
Part 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 SlowdownPart 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 Slowdown
 
Understanding User Needs and Satisfying Them
Understanding User Needs and Satisfying ThemUnderstanding User Needs and Satisfying Them
Understanding User Needs and Satisfying Them
 
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & InnovationInnovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & Innovation
 
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
 
Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto RicoAuthentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto Rico
 
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
 
2022 Vintage Roman Numerals Men Rings
2022 Vintage Roman  Numerals  Men  Rings2022 Vintage Roman  Numerals  Men  Rings
2022 Vintage Roman Numerals Men Rings
 
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
 
How MJ Global Leads the Packaging Industry.pdf
How MJ Global Leads the Packaging Industry.pdfHow MJ Global Leads the Packaging Industry.pdf
How MJ Global Leads the Packaging Industry.pdf
 
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
 
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
 
Creative Web Design Company in Singapore
Creative Web Design Company in SingaporeCreative Web Design Company in Singapore
Creative Web Design Company in Singapore
 
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel ChartSatta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
 
Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024
 
Best Forex Brokers Comparison in INDIA 2024
Best Forex Brokers Comparison in INDIA 2024Best Forex Brokers Comparison in INDIA 2024
Best Forex Brokers Comparison in INDIA 2024
 
How to Implement a Real Estate CRM Software
How to Implement a Real Estate CRM SoftwareHow to Implement a Real Estate CRM Software
How to Implement a Real Estate CRM Software
 
Business storytelling: key ingredients to a story
Business storytelling: key ingredients to a storyBusiness storytelling: key ingredients to a story
Business storytelling: key ingredients to a story
 
Chapter 7 Final business management sciences .ppt
Chapter 7 Final business management sciences .pptChapter 7 Final business management sciences .ppt
Chapter 7 Final business management sciences .ppt
 
Best practices for project execution and delivery
Best practices for project execution and deliveryBest practices for project execution and delivery
Best practices for project execution and delivery
 

Managing up the Curve- Leland Sandler

  • 1. Managing People “Up the Curve” in a High Velocity Environment Selection, Management and Intervention Determine Success or Failure of People and the Business Leland Sandler Managing Partner The Sandler Group LLC
  • 2. The High Velocity Environment  High revenue growth  High business expansion / acquisitions / mergers  Turn-around  Extraordinary commitment to improve  One could argue-- – Goal should never be to remain small • Someone will eliminate you – Goal should never be to reach maturity • Reinvent • Commit to change or lose in the end – Goal should be to stay on the High Velocity curve
  • 3. The High Velocity Problem • Generally, people fail to modify their behavior at a rate rapid enough to meet the demands and dynamic change of a High Velocity business • High Velocity business success and managing people “up the curve” – Understand required behaviors and skills – Select the right people – Recognize need for intervention – Intervene quickly and effectively
  • 4. The High Velocity Model Revenue/ Scale/ Complexity Time Small Business High Velocity Business Mature Business SK: Skill Capacity SC: Ability to Manage Scale/Complexity Δ : Ability to Manage Change SK:↑ SC:↑ Δ:↓ SK:↑ SC:↑ Δ:↑ SK:↓ SC:↓ Δ:↓
  • 5. Small Business Career Experience • Small Business – low scale – low growth – low change • Low experience to manage scale and complexity • Low skill capacity • Low experience anticipating and managing change • Executives from Small Business will generally lack skills for High Velocity – Must develop skills, and change skills, simultaneously – Low probability of success – Better to be in Mature Business to develop skills first
  • 6. Mature Business Career Experience • Mature Business – high scale – low growth – low change • High experience/skill to manage scale and complexity – More complex than Small Business – Know what the “answer” looks like • High skill capacity—big companies train and develop more! • Low experience managing change without resources • Executives from Mature Business will have strong, but potentially narrow, skills to adapt to High Velocity – Care must be exercised – Specific assignment to avoid the Small Business weakness – Changing management skills are the priority—Focus on behavior!
  • 7. Requirements for High Velocity Business • High Velocity Business – Increasing scale – High growth – High change • Executive requirements – High skill capacity (successfully manage different priorities at a high level simultaneously) – Strong capability to manage scale and complexity – High desire and capacity to manage change • Most demanding environment – Focus on those with high skill capacity – Pay attention to prior work environment and Small Business experiences – Assess flexibility, dynamic response, anticipatory skills
  • 8. Going Horizontal Revenue/ Scale/ Complexity Time Small Business High Velocity Business Mature Business SK: Skill Capacity SC: Ability to Manage Scale/Complexity Δ : Ability to Manage Change SK:↑ SC:↑ Δ:↓ SK:↑ SC:↑ Δ:↑ SK:↓ SC:↓ Δ:↓ Going Horizontal!
  • 9. Going Horizontal—The Management Opportunity • “Going Horizontal” (H) – Failure to stay on the curve—SK, SC, Δ – The further one goes off the curve, the harder to return! • Management role in H – Identify horizontal behavior and intervene – Pay attention to the difference between skills and behavioral coaching – Late and ineffective intervention is H behavior in itself • Required behavior—avoid H experiences – Give and receive feedback—frequently and aggressively – Waiting for change and “growing into the role” is a strategy for failure – Do not accept H behavior, it undermines the organization
  • 10. Going Horizontal Revenue/ Scale/ Complexity Time Small Business High Velocity Business Mature Business SK: Skill Capacity SC: Ability to Manage Scale/Complexity Δ : Ability to Manage Change SK:↑ SC:↑ Δ:↓ SK:↑ SC:↑ Δ:↑ SK:↓ SC:↓ Δ:↓ Going Horizontal!
  • 11. Selection and Management “Up the Curve” • Define current and future Company stages • Place the two points on the curve • Assess role in current and future stages – Pay attention to SC, SK and Δ • Assess executive – Use Small, Mature and High Velocity Business definitions – Place the executive in the context of the Company and role
  • 12. People Implications • Do not make the error of domain knowledge (bias) • Focus on “transferable skills” – Analytical approach/skills – Proven ability to problem solve – Adaptability to new environments – Ability to learn • The ideal candidate has Mature company development and High Velocity business experiences
  • 13. Going Horizontal—Intervention • Coaching the coach – Feedback to the coach about the coach’s team – Helping the coach “see it”, the first intervention – The coach who intervenes habitually late is horizontal, the second intervention • Looking in the mirror – The CEO is the leader in “up the curve” management – The daily intervention is managing one’s self up the curve
  • 14. Going Horizontal Revenue/ Scale/ Complexity Time Small Business High Velocity Business Mature Business SK: Skill Capacity SC: Ability to Manage Scale/Complexity Δ : Ability to Manage Change SK:↑ SC:↑ Δ:↓ SK:↑ SC:↑ Δ:↑ SK:↓ SC:↓ Δ:↓ Going Horizontal!
  • 15. 15 Questions & Comments Leland Sandler Managing Partner The Sandler Group, LLC 858-344-6160 www.sandlergroup.net