Leadership Development Driving Performance Lainie Heneghan Gaynor Sharp
- Slides: 12
Leadership Development Driving Performance Lainie Heneghan Gaynor Sharp Mike Conway
The Business Challenge • Demutualisation and leadership change • Strong tradition and culture • Intervention required for a step change in performance • Talent pipeline was insufficient for the future to business needs “We need to do much more to make sure we have the talent for the future. ” David Nish, CEO Standard Life JMW is a registered trademark of JMW Consultants Inc. © 2010 JMW Consultants Inc. All Rights Reserved. 1
Talent Challenge How to leverage investment in a relatively small number of people to: • Enable senior leaders to make bold commitments • Deliver extraordinary performance • Lay the foundation for performance culture at Standard Life JMW is a registered trademark of JMW Consultants Inc. © 2010 JMW Consultants Inc. All Rights Reserved. 2
JMW Approach to Developing Leaders 1. 2. 3. 4. Defining leadership as “causing what isn’t vs. managing what is” Having participants confront the limits imposed by their strengths and weaknesses to create capabilities beyond both Developing conversational mastery as leverage for influence and change Requiring delivery of “breakthrough project” objectives which exceed existing expectations both during and subsequent to the programme JMW is a registered trademark of JMW Consultants Inc. © 2010 JMW Consultants Inc. All Rights Reserved. 3
Starting Point • A group of senior leaders was identified as having the potential and aspiration to progress into executive leadership roles • The intervention focused on developing leadership behaviours and capabilities through work with JMW to create the Breakthrough Leadership Programme JMW is a registered trademark of JMW Consultants Inc. © 2010 JMW Consultants Inc. All Rights Reserved. 4
“Put simply, people consistently act inconsistently, unaware of the contradiction between their espoused theory and their theory-in-use, between the way they think they are acting, and the way they really act. ” Harvard Business Review, "Teaching Smart People How to Learn“ JMW is a registered trademark of JMW Consultants Inc. © 2008 JMW Consultants Inc. All Rights Reserved. 5
The Learning • Shifted perspectives • Revealed limitations and gave people tools to transcend them • Deepened their ability to influence and inspire others to take new actions and commit to unprecedented results • Committed to a “Breakthrough Project” • Instilled the courage and confidence to commit in advance of knowing how • Built meaningful relationships and developed a powerful network across Standard Life to become a force for change to support our future strategy JMW is a registered trademark of JMW Consultants Inc. © 2010 JMW Consultants Inc. All Rights Reserved. 6
Resulting Leadership Capabilities • • • Driving performance Holding themselves and others accountable Challenging conversations Courageous and bold leadership Confidence and assertiveness Personal impact and influencing JMW is a registered trademark of JMW Consultants Inc. © 2010 JMW Consultants Inc. All Rights Reserved. 7
Impact on the Organisation • • Succession cover increased by 20% below ET 70% of ADS cohort promoted and/or moved role Impact of breakthrough projects Powerful feedback from participants both during and after the programme JMW is a registered trademark of JMW Consultants Inc. © 2010 JMW Consultants Inc. All Rights Reserved. 8
What we want to leave you with… • For an organisation that is really “up to something”need to create a new and shared view of leadership. Access to action is to engage present and future leadership in new conversations. • To make a real impact, the learning needs to live in the job. JMW is a registered trademark of JMW Consultants Inc. © 2010 JMW Consultants Inc. All Rights Reserved. 9
What we want to leave you with… • It’s all about what leaders do and how they behave. Breakthrough Leadership Programme shifts away from creating a set of qualities about how people should be and has them generate their own impact. • Allow people to self-generate. Create permission for people to do things, giving them the freedom and confidence to push the boundaries. JMW is a registered trademark of JMW Consultants Inc. © 2010 JMW Consultants Inc. All Rights Reserved. 10
What we want to leave you with… • True leadership is not a comfortable place. If one aspires to be a great leader, their life and their career will have to be about something bigger than themselves. • The question is: How do you provide them with the opportunity to engage with and define what leadership means for them at work? JMW is a registered trademark of JMW Consultants Inc. © 2010 JMW Consultants Inc. All Rights Reserved. 11
