The document discusses leading through transitions. It describes different types of transitions like changes in role, assignment, team, or management. It identifies potential "decelerators" that can hamper transitions like neglecting expectations or relying too heavily on past experience. It also outlines "accelerators" that can facilitate transitions like aligning interests and building relationships. The second half discusses Sherwin-Williams, a paint company, and its strategic plan to invest in new leadership roles to improve execution across districts and stores.

1. Leading Through Transitions
© 2010 IIR Holdings, Ltd. All Rights Reserved.

2. Today’s Presenters
Maggie Walsh Ellen Stephens
Head of Leadership Director of Human
Practice, Forum Resources- Training
and Management
Development, The
Sherwin-Williams
Paint Company
Steve Barry C.J. DiBattista
Director of Strategic VP of Sales, The
Marketing, Forum Sherwin-Williams
Paint Company
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3. A transition is …
… a high-stakes
turning point.
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4. Transition PATHs
Place Assignment
Heading Team
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5. Poll Question
Which type of transition do you think is most
prevalent in your organization?
1. Place: Role transition—leaders new to the organization, or
existing leaders with a new role, moving to a different business
Ask the Audience unit, or experiencing a significant leap in the scope
responsibilities.
2. Assignment: Leaders engaged in special limited-term
assignments on a focused project or initiative to address a
specific business issue.
3. Team: No change to leaders’ jobs, but their teams change
significantly or altogether.
4. Heading change: Leaders have a new boss, or the organization
has new management/ownership, or a significant new heading
or strategy.
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6. Transition Decelerators
1. Neglecting to align expectations
2. Racing to get a lot done
3. Ignoring what you don’t know
4. Relying too heavily on past experience
5. Devoting energy to the wrong people
6. Believing there is an answer
7. Focusing on process more than people
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7. Poll Question
Think about your own transitions: which of the
seven decelerators are you most susceptible to?
1. Neglecting to align expectations
Ask the Audienceget a lot done
2. Racing to
3. Ignoring what you don’t know
4. Relying too heavily on past experience
5. Devoting energy to the wrong people
6. Believing there is an answer
7. Focusing on process more than people
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8. Transition Accelerators
Align
interests
Identify Build
strategic alliances Unity relationships
Clarity Agility
Align action
Align
expectations
Create the
agile environment
Clarify the
business Build ambiguity
situation tolerance
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9. Business Terrains
Renew
rm
- Te h
ng t
Lo r ow
Fall S
G oo p
L
orth
Plateau
Cr
isi Rescue
s
Succeed
Accelerate
Launch
Succeed
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10. The Sherwin-Williams Company
Overview
Largest producer of paint and
coatings in the U.S.
Professional painting contractors
and do-it-yourself homeowners
3,500 company owned stores and
1,800 sales rep territories
Market segmentation growth
strategy
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11. Key Drivers for Change
Centralized our Marketing function to support market
segmentation growth strategy
Need to drive sales and profit growth
Increased need for leadership and execution on key PSG
initiatives:
– Sales excellence
– Operational excellence
– New store growth and identifying emerging markets
– Residential Repaint/ Commercial and DIY marketing programs
– Talent acquisition and development
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12. Strategic Plan
Invest in four (4) net new Vice President of Sales positions for
PSG
Increase communication, direction, execution, and leadership for
districts, stores, and territories
Invest in new VPS leadership development experience that would
deliver results with greater speed
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13. Questions?
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14. About Forum
Global professional services firm that mobilizes your people to embrace
the critical strategies of their organizations and accelerate results
Senior leaders turn to Forum when they need their people to rise to meet
an important challenge or opportunity without fail
Since 1971, we have partnered with clients to create and implement
large-scale, customized, people-driven solutions that accelerate business
performance, change, and growth
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15. A Final Thought on Leading Through Transitions
Critical now more than ever
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16. Watch for Our Book: Harvard Business Press,
June 2010
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17. For More Information
To talk to Forum about our solutions on Leading Through Transitions or to find
out more about anything you’ve heard today:
Call: 1 800 FORUM 11 (North America)
44 (0)20 7017 7183 (EMEA)
Email: heather.crafts@forum.com
Visit: www.forum.com
Blog: http://forumcorporation.wordpress.com
For our latest research and to check for upcoming webinars, please visit
www.forum.com
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