The presentation by Heintjie Santos focuses on strategies for developing successful managers and leaders within organizations, emphasizing the importance of hiring the right individuals and effectively managing leadership development initiatives. It discusses the consequences of poor leadership, highlighting the need for effective selection, training, and coaching to enhance productivity and reduce employee turnover. The document offers insights into measuring leadership effectiveness and suggests a structured approach for identifying and developing managerial talent to improve organizational performance.

1. DEVELOPING
SUCCESSFUL MANAGERS
AND
FUTURE LEADERS
#DevelopingManagers

2. TODAY’S PRESENTER
HEINTJIE SANTOS
Assessment Solution Expert |
Director, Profiles Asia
Connect with me
www.linkedin.com/in/heintjiesantos
@Profiles_Asia
HS@profiles.com.sg
www.profiles.com.sg

3. What this
is not
about…

4. What this
is not
about…

5. What this
is not
about…

6. AGENDA
1 How to create and implement a strategy that
increases your leadership ROI.
2 How to hire the right leader / manager the first time
Identify and develop effective managers / leaders of
3 your organization

7. Creating Value for Our Clients
We support our clients through the full
employee life-cycle, helping them identify the
best people for their jobs and then developing
them to their fullest potential.
The GLOBAL LEADER in
Employee Assessment Solutions

8. 700 OFFICES WORLDWIDE
The GLOBAL LEADER in
Employee Assessment &
Talent Management Solutions
Established in 1991
125 COUNTRIES
WORLDWIDE PRESENCE

9. 50 MILLION USERS
45,000 CLIENTS
33 LANGUAGES
50,000,000 MILLION USERS

10. Diverse Base of Marquee Customers
Customer Highlights
§ 11,000+ Active Customers
§ Includes Most Fortune 500 Global Companies

11. Clients We’ve Served

12. Why A r e We Here?
EVERYBODY in your business is all about
reducing cost, improving productivity and
increasing the bottom-line.

13. Why A r e We Here?
EVERYBODY in your business is all about
reducing cost, improving productivity and
increasing the bottom-line.
Nothing Else Matters!

14. Where do you start ?
You start where you spend most MONEY.

15. Where do you start ?
PEOPLE
but this is the least Financially managed part
of business…….

16. Avoid recruiting
the wrong
People! My Gut Feel is she
will be do great in
this job.

17. if you get the right people ,
place them in the right
job.. get them to be
productive

18. Identify & retain your best
folks and develop them to
their fullest potentials

19. WHY IT MATTERS?

20. In 2012, what leadership development initiatives
took place in your organization, what level within
the organization?
a) Top Level Leadership
b) Mid Level Leadership
c) First Level Leadership
d) All of the Above

21. We Wait Too
Long to Train
Our Leaders
- by Jack Zenger posted in Harvard Business Blog

23. 37% Of
Singapore
Employers Facing
Talent Shortage
On Talents!
- Talent Shortage Survey 2012,Manapower Group

24. TOP JOBS EMPLOYERS
ARE HAVING DIFFICULTY
FILLING
• Sales Rep
• Management / Executives
• Engineers
- Talent Shortage Survey 2012,Manapower Group

25. REASONS FOR
DIFFICULTY FILLING
JOBS
• 35% Lack of Available
candidate
• 29% Lack of Skills and
Competencies On Talents!
- Talent Shortage Survey 2012,Manapower Group

26. TOP 2 PREDICTOR OF
EMPLOYEE
TURNOVER
1. Immediate manager
is unclear with his or her
expectations
2. Poor Job Fit
when employees perceive
that they don't have
opportunities to do what they
do best every day
Source: Gallup research, including meta-analysis, employee opinion polls, and exit interview studies conducted over the past 30 years

27. is going to be
productive
?
How do we know who

28. FRANK SCHMIDT & JOHN HUNTER
“Experts in Productivity and Organizational Psychology”
Reported in…
85 Years
of
Research

29. Not all people in all jobs are
created equal =
not all people are equally
productive.

34. Good leader / manager is
the difference between the
success and failure of any
enterprise

35. Good leader / manager is
the difference between the
success and failure of any
enterprise

36. Good leader / manager is
the difference between the
success and failure of any
enterprise

37. Implications?
Unless all your
Managers /Leaders are
superior performers, you
are LOSING MONEY
unnecessarily?

38. Implications?
Every time you move performance of a manager/leader from
Average Superior
YOU HAVE A DRAMATIC AND
MEASURABLE IMPACT

39. Get the wr ong people in
m anagement po sitions and the
ente rprise fails.
g 38% of the asset of the company. You
If you are givin
to know that they wil l use them well.
have

40. Avoid recruiting
the wrong
People! My Gut Feel is she
will do great in this
job.

41. In this economy, you have
to know if you got the
right hire the first time

42. Somebody's going to
steal them.

43. You have to know who they are?
What makes them who they are?
so when we have to replace them
your not doing the…..

44. SPAGHETTI TEST

45. Every time we are placing someone
in the leadership/management
position we have to do it ….
ON PURPOSE

46. The Top
3 Criteria of Great
Leaders

47. The Top
3 Criteria of Great
Leaders
1. Getting results that the shareholders ,
customer and people expect!

48. The Top
3 Criteria of Great
Leaders
1. Getting results that the shareholders ,
customer and people expect!

49. The Top
3 Criteria of Great
Leaders
1. Getting results that the shareholders ,
customer and people expect!
2. Get the results without driving people away.

50. The Top
3 Criteria of Great
Leaders
1. Getting results that the shareholders ,
customer and people expect!
2. Get the results without driving people away.

51. The Top
3 Criteria of Great
Leaders
1. Getting results that the shareholders ,
customer and people expect!
2. Get the results without driving people away.
3. They must have the potential to deal with
change should the environment change.

52. Strategies to implement ?

53. Strategies to implement ?
Let just hire a few and
hope it works out

54. Strategies to implement ?
HOPE
Let just hire a few and
hope it works out

55. Strategies to implement ?
HOPE
Let just hire a few and
hope it works out

56. Strategies to implement ?
HOPE
Let just hire a few and
hope it works out

57. Strategies to implement ?

58. Strategies to implement ?

59. Strategies to implement ?
What if , I can take all my
very best folks in my
company who has the
Potentials and
Competencies to be
successful
Leadership funnel ON PURPOSE

60. Leadership strategy that
increases your Leadership ROI.

61. start with your
TOP PERFORMERS

62. 1.
RESULTS
start with your
TOP PERFORMERS

63. 1.
RESULTS
start with your
TOP PERFORMERS
2.
POTENTIALS

64. 1.
RESULTS
start with your
TOP PERFORMERS
2.
POTENTIALS
3.
COMPETENCIES

65. 1.
RESULTS RANK THE LEADERS/MANAGERS

66. 1.
RESULTS RANK THE LEADERS/MANAGERS
Carefully identify OBJECTIVE measures

67. 1.
RESULTS RANK THE LEADERS/MANAGERS
Carefully identify OBJECTIVE measures
ü Project Delivered On time, On Budget

68. 1.
RESULTS RANK THE LEADERS/MANAGERS
Carefully identify OBJECTIVE measures
ü Project Delivered On time, On Budget
ü Sales Per Month, Quarter or Annum

69. 1.
RESULTS RANK THE LEADERS/MANAGERS
Carefully identify OBJECTIVE measures
ü Project Delivered On time, On Budget
ü Sales Per Month, Quarter or Annum
ü Average Profit Margin Per Account

70. 1.
RESULTS RANK THE LEADERS/MANAGERS
Carefully identify OBJECTIVE measures
ü Project Delivered On time, On Budget
ü Sales Per Month, Quarter or Annum
ü Average Profit Margin Per Account
ü Team Calls Handled Per Month

71. 1.
RESULTS RANK THE LEADERS/MANAGERS
Carefully identify OBJECTIVE measures
ü Project Delivered On time, On Budget
ü Sales Per Month, Quarter or Annum
ü Average Profit Margin Per Account
ü Team Calls Handled Per Month
ü Units Manufactured Per Month

72. 1.
RESULTS RANK THE LEADERS/MANAGERS
Carefully identify OBJECTIVE measures
ü Project Delivered On time, On Budget
ü Sales Per Month, Quarter or Annum
ü Average Profit Margin Per Account
ü Team Calls Handled Per Month
ü Units Manufactured Per Month
ü Supervisors/Managers Rating etc…

73. 2.
POTENTIALS

74. Every success is
2.
POTENTIALS different from one
company to the other

75. 2.
We need to ask
POTENTIALS
3 Questions?

77. Can they do the
Job

78. Can they do the
Job
How will they do
the Job.

79. Can they do the
Job
How will they do
the Job.
Are they motivated
to do the job?

80. ProfileXT® (PXT) Insights
Measures "The Total Person”

81. Thinking
Style
Learning Index
Can the person deal 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Verbal Skill
with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning
demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability
position 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning
Behavioral Traits
1 2 3 4 5 6 7 8 9 10 Energy Level
1 2 3 4 5 6 7 8 9 10 Assertiveness
1 2 3 4 5 6 7 8 9 10 Sociability
1 2 3 4 5 6 7 8 9 10 Manageability
1 2 3 4 5 6 7 8 9 10 Attitude
1 2 3 4 5 6 7 8 9 10 Decisiveness
1 2 3 4 5 6 7 8 9 10
Accommodating
1 2 3 4 5 6 7 8 9 10
Independence
Objective Judgment
1 2 3 4 5 6 7 8 9 10
Occupa2onal
Interests
1 2 3 4 5 6 7 8 9 10 Enterprising
1 2 3 4 5 6 7 8 9 10 Financial/Admin
1 2 3 4 5 6 7 8 9 10 People Service
1 2 3 4 5 6 7 8 9 10 Technical
1 2 3 4 5 6 7 8 9 10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative

82. Thinking
Style
Learning Index
Can the person deal 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Verbal Skill
with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning
demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability
position 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning
Behavioral Traits
1 2 3 4 5 6 7 8 9 10 Energy Level
1 2 3 4 5 6 7 8 9 10 Assertiveness
Are comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability
the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability
Attitude
environment they 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Decisiveness
work in Accommodating
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
Independence
Objective Judgment
1 2 3 4 5 6 7 8 9 10
Occupa2onal
Interests
1 2 3 4 5 6 7 8 9 10 Enterprising
1 2 3 4 5 6 7 8 9 10 Financial/Admin
1 2 3 4 5 6 7 8 9 10 People Service
1 2 3 4 5 6 7 8 9 10 Technical
1 2 3 4 5 6 7 8 9 10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative

83. Thinking
Style
Learning Index
Can the person deal 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Verbal Skill
with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning
demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability
position 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning
Behavioral Traits
1 2 3 4 5 6 7 8 9 10 Energy Level
1 2 3 4 5 6 7 8 9 10 Assertiveness
Are comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability
the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability
Attitude
environment they 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Decisiveness
work in Accommodating
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
Independence
Objective Judgment
1 2 3 4 5 6 7 8 9 10
Occupa2onal
Interests
1 2 3 4 5 6 7 8 9 10 Enterprising
Love their job and are 1 2 3 4 5 6 7 8 9 10 Financial/Admin
motivated to do it 1 2 3 4 5 6 7 8 9 10 People Service
1 2 3 4 5 6 7 8 9 10 Technical
1 2 3 4 5 6 7 8 9 10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative

84. The
JobMatch™
Pattern
(Success Profile)
Shaded areas indicate the
JobMatch pattern
The JobMatch patterns show
requirements for the job in your
company

85. Good Match
Dark areas indicate the
JobMatch pattern
Yellow boxes show the
candidate’s scores

86. Questionable
Match
Shaded areas indicate the
JobMatch pattern
Yellow boxes show the
candidate’s scores

87. ProfileXT® (PXT) Insights
Having done this, we can
show you - graphically and
quantifiably - to what
degree current managers/
leaders ,or candidates for
recruitment or promotion
match that standard.

88. Considering the costs of developing
You simply cannot afford to
start with someone who is
not likely to succeed.

89. What is it that these Managers /
Leaders who has the
Potentials , needs to do
to be successful.

90. What is it that these Managers /
Leaders who has the
Potentials , needs to do
to be successful.
3.
COMPETENCIES

91. People don’t quit jobs…

92. People don’t quit jobs…
They quit people!

93. People don’t quit jobs…
They quit people!
…and the people they quit are
usually managers!

94. (1) Communication
(2) Leadership
Our research has (3) Adaptability
shown that these
are key (4) Relationships
competencies for (5) Task Management
manager/leaders
success: (6) Production
(7) Development of Others
(8) Personal Development

95. CheckPoint 360
Competency Feedback System

96. The 8 Universal Management Competencies
and their 18 Skill Sets

97. The Good News:

98. The Good News:
These are skills!
Skills can be trained, changed, acquired,
lost, retrained, honed and improved.

99. The Good News:
These are skills!
Skills can be trained, changed, acquired,
lost, retrained, honed and improved.
And, they can be measured!

100. Checkpoint 360 Insights

101. Checkpoint 360 Insights

102. Checkpoint 360 Insights
Reports that talks to the
Managers for their
Individual Development
Reports that talks to
the Boss for Coaching
the Managers

103. ARE YOU EVER TIRED OF NOT SEEING AND
NOT KNOWING THE RETURN ON INVESTMENT
(ROI) ON YOUR TRAINING AND DEVELOPMENT
ACTIVITIES

104. Checkpoint 360 Insights

105. Checkpoint 360 Insights

106. Checkpoint 360 Insights

107. Leadership strategy that increases
For every leader/manager in your organization you should ;
IDENTIFY KNOW DEVELOP

108. Leadership strategy that increases
For every leader/manager in your organization you should ;
IDENTIFY KNOW DEVELOP
1.
RESULTS

109. Leadership strategy that increases
For every leader/manager in your organization you should ;
IDENTIFY KNOW DEVELOP
1. 2.
RESULTS POTENTIALS

110. Leadership strategy that increases
For every leader/manager in your organization you should ;
IDENTIFY KNOW DEVELOP
1. 2. 3.
RESULTS POTENTIALS COMPETENCIES

111. Receive a Complementary Critical
Leadership Study !
1 2 3
Select a Critical Management/ Assess Leader/Manager! Complementary Leadership Study!
Leadership Position!
Report designed for Performance Model
Sales & Business Development Exec.
It’s as easy as, 1, 2, 3!

112. Critical Leadership Study!
Identifies what is really required for success in any
Leadership/Management Position Unique to Your
Organisation – in terms of:
(1)Results
(2)Potentials
(3)Competencies

113. A Clear Target for Success…
...against which people can be graphically and
quantifiably compared, has implications for...
§ Selection
§ Development
§ Coaching
§ Management
§ Succession Planning
Receive a Complementary Leadership/
Management Job Study!

114. Would you like to receive the
Complementary Management / Leadership
Critical Job Study?
A. YES
B. NO
C. CONTACT ME
Have an immediate need ? Call us at +65 65717031
URL: www.profiles.com.sg

115. QUESTIONS?

116. TODAY’S PRESENTER
HEINTJIE SANTOS
Assessment Solution Expert |
Director, Profiles Asia
Connect with me
www.linkedin.com/in/heintjiesantos
@Profiles_Asia
HS@profiles.com.sg
www.profiles.com.sg

117. DEVELOPING
SUCCESSFUL MANAGERS
AND
FUTURE LEADERS
#DevelopingManagers

118. Contact can help you develop
We Us
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