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  1. 2. Presentation <ul><li>Presented To: </li></ul><ul><li>Muhammad Ismael Ramay </li></ul><ul><li>Presented By: </li></ul><ul><li>Muhammad Imran Umer </li></ul>
  2. 3. By Geoff Colvin Leader Machines
  3. 4. Summary <ul><li>This article is basically on how to create leadership and what kind of environment is feasible for leadership development. Fortune has teamed with Hewitt , the worlds largest human resource outsourcing and consulting firm, and RBL group, a consulting firm specializing in leadership development, to conduct new research into the ways companies around the world are developing leaders and which are doing it best. Companies offer more internal training to their executives, and their alumni often populate the leadership of other firms. </li></ul>
  4. 5. They suggest nine practices that combine to create world class leadership development.
  5. 6. Nine Practices <ul><li>Invest time and money </li></ul><ul><li>Identify promising leaders early </li></ul><ul><li>Choose assignments strategically </li></ul><ul><li>Develop leaders within their current jobs </li></ul><ul><li>Be passionate about feedback and support </li></ul><ul><li>Develop teams, not just individuals </li></ul><ul><li>Exert leadership through inspiration </li></ul><ul><li>Encourage leaders to be active in their communities </li></ul><ul><li>Make leadership development part of the culture </li></ul>
  6. 7. INVEST TIME AND MONEY <ul><li>You don’t build leaders on the cheap, and you don’t just bolt a development program onto existing HR procedures. Lots of companies claim they are interested in developing leaders, but the University of Michigan’s noel tichy, a top authority on the subject, says that checking their commitment is easy “just show me the CEO’s calendar”. Higher management must see the performance and level of involvement. Running leadership programs can also be expensive. </li></ul>
  7. 8. IDENTIFY PROMISING LEADERS EARLY <ul><li>We begin to evaluate leadership capability on day one of employment, says GE’s Jhon Rice. spotting leaders early means working on their development early. Many of the companies on this list are trying to move past that. the believe that nurturing future leaders earlier than other companies creates a competitive advantage that lasts for decades, as their talent pipelines become bigger, better, and more reliable. </li></ul>
  8. 9. CHOOSE ASSIGNMENTS STRATEGICALLY <ul><li>John lechleither, president of Eli Lilly, offers a typical model: About two-third of leadership development comes from job experience, about one-third from mentoring and coaching, and a smidgen from class room training. Sometime leadership comes from crisis. Executives consistently report that their hardest experiences were the most helpful.P&G chief A.G. Lafley was in charge of the company’s Asian operations during a major Japanese earthquake and the Asian economic collapse. That’s when he discovers, he says, that “you learn ten times more in a crisis than during normal times.” </li></ul>
  9. 10. DEVELOP LEADERS WITHIN THEIR CURRENT JOBS <ul><li>Due to job rotation companies face a problem in leadership development. A department has a tough time competing when the boss moves one after just 18 to 24 months. Eli Lilly use the technique to assign a job outside their field of experience or interest. </li></ul>
  10. 11. BE PASSIONATE ABOUT FEEDBACK AND SUPPORT <ul><li>It’s the most elementary principle of learning if you don’t know how you have performed, you don’t learn and soon you stop caring. You must receive feedback and it tells where training and development is needed. </li></ul>
  11. 12. DEVELOP TEAMS, NOT JUST INDIVIDUALS <ul><li>Now companies focuses on leadership rather than leaders, and decisions heavily on consensus. Many CEOS assume that they can achieve goals only as a team. </li></ul>
  12. 13. EXERT LEADERSHIP THROUGH INSPIRATION <ul><li>You can make people do what you say by firing and demoting. Try making them do what you say, or even telling them exactly what to do.P&G runs a development program called inspirational leadership. All these companies realize that they inspire through a sense of mission. </li></ul>
  13. 14. ENCOURAGE LEADERS TO BE ACTIVE IN THEIR COMMUNITIES <ul><li>Companies emphasizes on the socioeconomic values. When company leaders also become leaders of charities, schools, and other nonprofits, they show their commitment to those values, encouraging and inspiring employees. Other benefits are more pragmatic. Most employees will never serve on the company’s board or on major corporate board. But many of them can serve on a local nonprofit’s board, and the experience is an excellent leadership developer. </li></ul>
  14. 15. MAKE LEADERSHIP DEVELOPMENT PART OF THE CULTURE <ul><li>Developing leaders is not a program; it’s a way of living. For example honest feedback has to be culturally okay. Devoting significant time to mentoring has to be accepted. Working for nonprofits has to be encouraged not just tolerated. Such cultural norms cont be dictated; they have to be in the air. That’s a big reason GE tops this list. </li></ul>
  15. 16. <ul><li>Fortune asked the top ten companies to share their best practices for developing leaders in a global economy. </li></ul>THE TOP COMPANIES FOR LEADERS
  16. 17. 1. GENERAL ELECTRIC <ul><li>Take It On The Road: crotonville training facility, a place where thousands of employees have honed their management skills. </li></ul>
  17. 18. 2. PROCTER & GAMBLE <ul><li>Hire For Emotional Intelligence : we need to have people who can be in touch or have the social intelligence to really understand consumers’ need. </li></ul>
  18. 19. 3. Nokia <ul><li>Create A Mentoring Mentality: Nokia uses an age-old method “mentoring”. Top executives plans for their personal development. And for nokias top 200 executives, part of their evaluation depends on how subordinates rate their ability to lead, teach, and inspire. </li></ul>
  19. 20. 4. HINDUSTAN UNILEVER <ul><li>Place The Right People In Right Jobs: company uses color technique. Top 200 managers, called greens, are singled out on a leadership rating matrix. Mediocre execs are labeled amber and at the bottom are reds. The aim is to get top 50 greens into critical jobs at various levels of seniority. </li></ul>
  20. 21. 5. CAPITAL ONE FINANCIAL <ul><li>Coach Your Managers: managers paired for a year with a former exec or outside trainer to hone leadership skills. Coaches work on everything from public speaking to time management. </li></ul>
  21. 22. 6. GENERAL MILLS <ul><li>Prepare To Solve Problems: company must prepare its employees for situations that might not occur on a typical day. </li></ul>
  22. 23. 7. MCKINSEY <ul><li>Groom Global Talent: with offices in 45 countries they allow employees to work in out side from their home countries. </li></ul>
  23. 24. 8. IBM <ul><li>Learn Through Integration: IBM, which has acquire 69 companies in the past 7 years. They assemble teams of 25 to 40 executives to tackle real life assignments. </li></ul>
  24. 25. 9. BBVA <ul><li>Apply Peer Pressure: analyze work habits by open end questions. BBVA says the process is useful for filling the growing number of management positions and revealing leadership deficiencies. </li></ul>
  25. 26. 10. INFOSYS TECHNOLOGIES <ul><li>Empower Young Employees: you must utilize the potential of young talented and motivated employees by giving them a seat on the company’s management council. </li></ul>
  26. 27. Thanks