3. Why Great Companies Fail ??
Corporate Arrogance and Greed
Insufficient attention to Weak Signals
Lack of Vision and Risk Taking
Trapped in Yesterday’s Business Models
Biases of Internal Decision Processes
Wrong Incentives: Short-term and Risk Averse
6. Intelligence is Sticky, Tricky and
Leaky
That’s Why We Need
to
Focus on
Building Leadership Pipeline
Than Ever Before
7. Identifying Hi Potentials is the key
• Analysing business context
• Defining future needs
• Working backwards to sharpen the
definition of Hi Potential leaders
• Assessment Centers
• Objective Potential Assessment
8. HCCB Talent Management Model is based on
the premise….
The Primary Responsibilities of Leaders :
– Make yourself successful
– Make your people successful
– Make your business successful
Source: Drotter Human Resources
9. We Manage our Leadership Pipeline talent
needs with the help of:
People Development Forums (PDFs)
10. PDF Process
• a) Associate completes 2. Manager and associates discuss
individual competencies, and record competencies displayed,
sends to Manager for career aspirations./ development
review , requests 360 areas, etc.
degree feedback for self
Regional/Functional/National PDF
4. Managers give feedback to the
associate on development needs
and action plans – HR to take
Follow up actions
3. AGMs & Regional Functional Heads summarize and
present their function’s talent
4. RVPs to summarize and present their DR talent
5. Corporate Functional Managers to summarize and
present their DR talent
11. The PDF Network: How do they Connect?
ONGOING DIALOGUE RE: DEVELOPMENT
Development recommendations
and strategies
National PDF
Region PDF FUNCTIONAL PDF
Manages company-wide
Leadership Talent Pool Define talent Defines HCCB technical
Development requirements necessary expertise and skills
to operate business unit model for functions
•Reviews functional skills plans
from functional PDFs •Assess the skills of •Identifies key pools of
Talent Assessment
and Identification employees expertise
•Agrees company-wide People
Development strategies and •Develop the skills of Talent Assessment •Projects needed skills
priorities employees
•Performs technical skills
•Reviews effectiveness of Development
•Hire and place needed gap analysis
country level People
Strategies
and Recos
talent
Development Development
•Manages company wide
•Evaluate the talent and Recommendationss
and talent supply
skills that exist in the
Assessment Support
•Calibrates GM performance
feedback and rewards / organisation, determine •Creates development
consequence Routine Discussion needs and identify gaps strategies
Point in Country
Business Reviews
•Create strategies to fill gaps •Brokers best practices and
in talent for the present and Routine talent movement
the future formal GM/
Function
Membership Head dialogue
• CEO Suggested
•Regional VPS Suggested
Membership
•COO Membership
•Function Head
•HR VP •VP-HR,, Regional VP,
•Regional Functional
•OD Manager* Region anagers,AGMs,
Experts
•Local HR Manager* •National OD Mgr
Talent assessment and functional development
strategies
HR Support Dialogue (HR VP, Regional, Local)
12. The PDF Network: How do they Connect?
This diagram illustrates the interdependent relationship between the three types of PDFs:
Region
Functional
CEO
Senior Management / CEO PDF
Region 1 Region 2 Region 3 Region 4
PDF PDF PDF PDF
HR PDF
Finance
PDF
Supply Chain
PDF
BSG PDF
Commercial
PDF
13. Succession Plan for Function
RN Candidate 1
R1 Candidate 2
FH
R2 Candidate 3
R3+ Candidate 4
direct 1 direct 2 direct 3 Direct 4 Direct 5
RN Candidate 1 RN Candidate 1 RN Candidate 1 RN Candidate 1 RN Candidate 1
R1 Candidate 2 R1 Candidate 2 R1 Candidate 2 R1 Candidate 2 R1 Candidate 2
R2 Candidate 3 R2 Candidate 3 R2 Candidate 3 R2 Candidate 3 R2 Candidate 3
R3+ Candidate 4 R3+ Candidate 4 R 3+ Candidate 4 R3+Candidate 4 R3+Candidate 4
Readiness Ratings
RN = Ready Now
R1 = Ready in 1year
R2 = Ready in 2-3 yrs
R3+ = Ready in more
than 3 yrs
14. Performance / Potential Matrix
SUSTAINED PERFORMANCE
Exceptional Full Not Yet Full
Performance Performance Performance
1 Exceptional/Turn 3 Full/Turn 6 Not Yet Full/Turn
EXCEPTIONAL TALENT POTENTIAL TALENT
Turn Potential TALENT
able to do the work at
the next level
xxxxx
POTENTIAL
2 5 Full/Growth 8 Not Full
Exceptional/Growth PERFORMER WITH Yet/Growth
Growth Potential HIGH PERFORMER POTENTIAL POTENTIAL
able to do the work
of bigger jobs at the WITH POTENTIAL PERFORMER
same level in the near
term
4 7 Full/Mastery 9 Not Yet
Exceptional/Mastery PERFORMER Full/Mastery
Mastery
Potential HIGH PERFORMER UNDERPERFORMER
able to do the same
kind of work, only
better
15.
16. What are the distinguishing competencies of a
Leader?
• Technical (Financial Intelligence, IT Knowledge)
• Cognitive (Memory, Analytical Skills, Strategic
Thinking)
• Emotional (Self Awareness, Self-Regulation, Empathy,
Social Skills)
17. Research Data on Emotional Quotient
Ruth Jacobs & Wei Chen – Hay McBer
Analyzed competency data from 40 companies
Of the distinguishing competences…
18. Research Data on Emotional Quotient
Richard Boyatzis – Weatherhead School of Management
• Studied 2,000 supervisors, middle managers, and
• Identified 16 abilities that distinguished stars from executives at 12
different large US organizations
19. Research Data on Emotional Quotient
Lyle Spencer, Jr. – Hay McBer
•Studied 286 organizations, globally and at all levels of
management
•Identified 21 generic competencies that distinguished high
performers from average performers
•The proportion of competencies that were emotional in
nature increased with the level of management. At the most
senior level of management…
20.
21. “ Your first and foremost job as a leader is to
take charge of your own energy and then to help
orchestrate the energy of those around you”
Peter
Drucker
22. Understanding and Improving Performance
Business
360 degree
Building capabilities
Feedback & Coaching
Simulation
leadership
feedback
Effective
Leadership Conversation
Derailers
Leader Innovative
FIRO-B
Workshops
Individual Peer
Coaching Managing
Complexities
Sharing Best Accelerating Sustainable
Practices Performance Execution
World-Class Organization
23. Leadership Derailers
Perfectionistic
Eccentric
0–39% = no risk
Melodramatic
40–69% = low risk
Mischievous generally better;
may reveal strengths
Arrogant
70–89% = moderate
Passive risk
resistant potential negative
impact
Aloof on performance
Overly cautious 90–100% = high risk
likely negative impact
Distrustful on performance
Volatile
Pleaser
24. Building Sustainability and a High-Performance Culture
Action Learning Mission
Best Practice Sharing &
Competition
Experiential Learning
Ethics
Building Capabilities
Denison Culture Involvement:
Survey Leader Engagement
Marketplace Adaptability:
Case Sharing Customer First
Experiential Consistency:
Learning/Visits Accelerating Sustainable Sustainability
Performance
Peer Coaching High-
Performance
Culture
World-Class Organization
26. Organisational Culture & Value-system
The Denison Model addresses the
following:
2. Core Values
3. Goals & Objectives Creating Change
4. Vision
5. Strategic Direction & Intent
6. Customer Focus
7. Coordination & Integration
27.
28. Identify quick role changes for Hi pots and growing
them into leadership roles
– On the job : 70%
– Coaching : 20%
– Structured training : 10%
Complexity of Role
Time
