leadership development leadership development model Individual Ability to

leadership development

leadership development model Individual Ability to learn from experience Environment Program Open, honest communications Provides strategic experiences Aggressive education Desire to Lead Results and people focus Strategic Intellect Clear strategic intent Emotional Maturity United executive team Executive Sponsorship & Exposure Ability to communicate Entrepreneurial spirit Robust Selection Personal will and passion Effective systems Separate Function Coaching & Mentoring Strategically Focused Results Based Metrics

why research philosophy process metrics

five reasons why

“Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership. ” Peter Drucker

“If the rate of change inside the organization is not greater than the rate of change outside the organization, then the end is near. ” Jack Welch General Electric

employee engagement Not Engaged 55% 19% 26% Engaged Actively Disengaged Source: Gallup Journal 7 -2001

% of executives that strongly agree that their company:

effective leadership drives performance * From Kotter, J. P. , & Heskett, J. L. (1992). Corporate Culture and Performance. New York: The Free Press. 901 Average Percentage Increase 10 -year elapsed time 900% Growth In Stock Price “Stock Price of companies perceived to be ‘well led, ’ creating cultures of adaptation, grew 900% versus 74% for companies perceived to lack ‘good leadership. ’” 74 Stock Price

leadership & involvement John Kotter & James Heskett Harvard University High growth companies actively focus on the needs of employees and customers as well as shareholders. They expect leadership and involvement from people at all levels. They produced these dramatically different results over 11 years compared to low adaptive cultures. Growth Revenue Employment Stock Price Net Income Low Growth Cultures 166% 36% 74% 1% High Growth Cultures 682% 282% 901% 756%

effective leadership drives performance 25% more revenues “ 25% more revenues, goods or programs were produced by organizations achieving high levels of leadership competency. ” *From a study done in 1996 with Dr. Carl Larsen, University of Denver, based on data from more than 2, 000 managers in 12 companies across a variety of market sectors. Average Percentage Increase 25% More Revenues

review of the research

research and analysis High Flyers Developing the Next Generation of Leaders Morgan W. Mc. Call, Jr. , HBS Press Leadership Development: Building Executive Talent © 1999 American Productivity & Quality Center Global Literacies Lessons on Business Leadership and National Culture Leadership Development for the Global Frontier Hal Gregersen, Allen Morrison, J. Stewart Black Sloan Management Review The Leadership Investment Robert M. Fulmer & Marshall Goldsmith The Leadership Engine Noel M. Tichy with Eli Cohen Growing Leaders Steve Yearout and Gerry Miles Hay Group Study Leadership Profile of the World’s Most Admired Companies Best Practices in Leadership Development Linkage, Inc. : David Giber, Louis Carter, & Marshall Goldsmith

developing the next generation of leaders The ability to learn from experience The right experiences The right environment High Flyers Morgan W. Mc. Call, Jr.

long-term leader development = global leadership • Disciplined identification/selection • Individualized, intensive, strategy relevant development • Train in people as well as finance • Emotional intelligence • Varied learning strategies – – – Cross-functional experience Individualized coaching On job projects International projects Focused use of formal programs “The World’s Most Admired Companies, ” Fortune, October 11, 1999

the leadership investment “All the best practice organizations created a separate corporate leadership development function that focused on leadership skills and usually left the management skills and business-specific skill development to the businesses themselves. ” Fulmer and Goldsmith The Leadership Investment

best practices in leadership development • • Exposure to Sr. Executives Mentoring and Coaching 360 Feedback Formal Training Best Practices in Leadership Development Linkage, Inc. – David Giber, Louis Carter & Marshall Goldsmith

GE - leadership development • Knowledge • Experience • Measurement Leadership Engine Noel Tichy

"We want our managers to be able to see things more clearly, to speak and motivate people, and to see things from a global perspective instead of a colloquial one. The purpose of the management development program is to have people function better in everyday situations. It’s an ongoing process. “ Bruce Bunch GE spokesman

leadership development Developing High Potentials at the Most Admired Companies • • formal in-house training - same planned career assignments - 2 x individual one-on-one coaching - 2 x business school exec programs - 2 x Hay Group Study Leadership Profile of the World’s Most Admired Companies

learning to lead – 3 studies Sources: Center for Creative Leadership Kouzes and Posner Honeywell

tompeterscompany! philosophy

Leadership is Everyone's Business

the five practices of exceptional leaders Challenging the Process Inspiring a Shared Vision Enabling Others to Act Modeling the Way Encouraging the Heart Source: Kouzes and Posner, The Leadership Challenge

“The mastery of the art of leadership is the mastery of the self. Ultimately, leadership development is selfdevelopment. ” Kouzes and Posner The Leadership Challenge

level five leadership • Extreme personal humility • Intense professional will • Ferocious resolve • A strong tendency to give credit to others while assigning blame to themselves. Jim Collins Harvard Business Review

“Effective leaders are alike in one crucial way: they all have a high degree of emotional intelligence. ” Daniel Goleman What Makes a Leader? HBR, Nov-Dec 1998

“It doesn’t do any good to study all the books on leadership if you haven’t studied yourself and know who you are and what your relationship is to other people and do you trust them. If you don’t, how do you expect them to trust you? ” Jack Galvin, Dean Fletcher School of Law and Diplomacy

support is the key to change • 173 heart attack patients • Quit smoking after heart attack • 50% received no extra assistance • 50% got a 30 min. training session at hospital and were called at first once a week and then once a month • 71% of those who received consulting stopped smoking • 45% of the others had stopped Kaiser Permanente Hospitals

leadership development process

our beliefs, our bet The Prime Directive: Effective leadership development must transform both the environment and the individual.

system-wide leadership development

the environment • A System-Wide Leadership Development (SWLD) approach is essential • An environment that encourages or even demands leadership is as important as the program • Changing the system requires the process to be strategically focused, data driven, dialogue rich and implementation centered.

the individual • The desire and ability to learn/grow is the key differentiator over time • Strategic selection is essential because the desire to lead is crucial • Strategic intellectual capability and emotional hardiness are absolute requirements • The maturity to embrace feedback is key

the individual • Focus on future competencies • Management/leadership involvement is not optional • Coaching and or mentoring is needed • The process must be results based • Design and implement based on the research • Communication ability is a must

projects at Qwest 76% of all resources and time are dedicated to projects. Translation – at Qwest 76% of the work is project based.

70, 000 case studies Over the last 13 years we have asked over 70, 000 business professionals to tell us about their personal best leadership experience. Virtually one hundred percent of them told us about a project they were part of. Projects are the birthplace of leaders and leadership.

process

typical process components Education/Training – Catalyst Events Performance Development Program Strategic Project Assignments Strategic Experience Rotation Fast Track Programs Succession Planning Mentors – Sponsors 360* Assessment Selection Coaching

step #1 – crystal clear goals & strategy A) Develop a specific group of leaders in preparation for a specific need or in response to a specific problem. B) Enhance the leadership capabilities throughout the organization.

developmental process vs. training program

how people want to learn Survey of 1200 professionals in 32 Cities (6 international) If you are going to learn about leadership, how do you want to learn? 1) Online 2) CD rom 3) Self paced Manual 4) Distance Learning 5) Classroom 90% choose classroom – we like learning together Pete Weaver DDI

WOW! factor

Evolution of a WOW! Experience WOW Learning Experiences of the future Online Assessment and Launch Formation of Learning Teams Stand Alone Online Introductory Module Live Catalyst Events (Workshops) Online Live Sessions Stand Alone Online Tutorials Remote Coaching Online follow-up Online Measurement Goal : The new WOW! Learning Experience

customized metrics

miscellaneous slides

leadership and emotional intelligence According to best-selling author Daniel Goleman (Emotional Intelligence, Bantam Books, 1997, and Working with Emotional Intelligence, Bantam Books, 1998), in studies conducted with more than 500 organizations, the necessary competencies that distinguish star performers and leaders in every field do not point to a person’s IQ as the most important factor. Goleman says that, instead of advanced degrees and technical expertise, it is emotional intelligence that draws the unparalleled commonality among the world’s greatest leaders. He emphasizes that influence, adaptability, self-confidence, self-awareness, and the ability to communicate are some of the premium competencies in today’s global village.

inventing the new world of work requires

choose your partners “I see that there is a clear shift in the business world today. Now, even CEO’s are talking about people being their key competitive advantage. This has led to today’s number one boardroom secret being………who an organization chooses to partner with for their leadership change initiatives”. Professor Andrew Kakabadse Cranfield University Boardroom HR, October 2001

13 findings creating a leadership development process 1. Leadership Development is closely aligned with, and is used to support, the business strategy of the organization. 2. The corporate leadership development process does not try to handle all of the learning needs of executives within the organization. It focuses on core issues such as values and strategic change that are vital to the entire organization, while the business units focus on challenges specific to their operations. 3. Best-practice organizations carefully build leadership development teams by emphasizing the importance of both human resources development and business experience. 4. In order to establish and maintain initial success, best Leadership Development: Building Executive Talent -practice leadership development processes are Consortium Benchmarking Study Best-Practice Report - 1999 internally focused, externally aware.

13 findings identifying the leadership pool 5. The majority of best-practice organizations have identified leadership competencies, or at least tried to define the characteristics and qualities of successful leaders. 6. Best-practice organizations grow leaders as opposed to buying them. 7. Best-practice organizations focus on getting the right people into the right program. Leadership Development: Building Executive Talent Consortium Benchmarking Study Best-Practice Report - 1999

13 findings engaging future leaders 8. Actions, not knowledge, are the goal of the best -practices leadership development processes. 9. Technology can be useful for knowledge dissemination but cannot replace the importance of bringing leaders together to deepen the learning experience. 10. The leadership development process is linked to the organization’s succession planning efforts. Leadership Development: Building Executive Talent Consortium Benchmarking Study Best-Practice Report - 1999

13 findings understanding the effect of leadership development 11. The leadership development process is a symbiotic tool of effective leaders. 12. Best-practice organizations always assess the impact of their leadership development processes. 13. Best-practice organizations’ leadership development processes are costly undertakings but are seen as worthwhile investments. Leadership Development: Building Executive Talent Consortium Benchmarking Study Best-Practice Report - 1999

retention ala john chambers • • • Build a culture of leadership Make it a great place to work Work for a higher purpose than an IPO or a paycheck. Source: Business Week 8/28/00

coaching behavior most linked to success “This person embodies the character, qualities and values that I admire. ” Research on coaching by Christy Tonge and tpc!