© 2010 the corporate executive board company. all rights reserved. hrlc-ad6129510syn 1 ceb hr...

© 2010 The Corporate Executive Board Company. All Rights Reserved.HRLC-AD6129510SYN

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CEB HR Leadership CouncilTMFor Midsized Companies

Purpose of This Training Presentation

Few learning strategies rival the development senior leaders alone can offer. This presentation and the accompanying PDF are designed to help senior leaders develop their direct reports more effectively by focusing on the right activities and establishing a solid foundation for coaching partnerships.

Quick Facts About This Training

Key Audience(s): General managers, heads of business units, heads of functional areas

Time Requirement: 45 minutes as designed (can be lengthened or shortened as desired)

Materials Needed: Slide projector, notepads, pens, whiteboard, or flip-charts with markers

Presentation Guide for HR/Training Professionals (Please click on the “View” menu and select “Notes Page” to begin)

How to Use

This slideshow is intended for presentation by Head of HR/HR business partner to groups of senior leaders. Members wishing to offer these findings exclusively for self-study are encouraged to distribute the PDF version of this material directly to senior leaders. In most organizations, this presentation will enable HR practitioners to introduce senior leaders to the content found in the PDF; in turn, leaders can use the PDF version independently as reference material. The presenter of this content should review the supplemental materials with training participants as part of the session.

Before Using This Presentation

Before conducting this training for your senior leaders and distributing the associated supplemental materials, please incorporate the following customizations:Remove this page.

Identify the sections you wish to distribute to your leaders and delete the rest (if applicable).

Place your company’s logo on each page in the lower-right corner (or delete the “Insert Organization Logo Here” box).

<Remove this page before presenting>


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CEB HR Leadership CouncilTM

For Midsized Companies

Insert Organization Logo Here

Leader-Led Development Your Role in Developing the Next Generation of Leaders


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Understand why you should develop your direct reports.

Identify where you should focus your efforts.

Review tips and tricks to become more effective at developing your direct reports.


OBJECTIVES FOR TODAY’S SESSION

CEB HR Leadership CouncilTMFor Midsized Companies© 2010 The Corporate Executive Board Company. All Rights Reserved.HRLC-AD6129510SYN

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ROAD MAP FOR THE TRAINING

The Business Case

The FiveEssential Roles

Foundationfor Success



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BENCH BUILDERS ARE BUSINESS BUILDERS

The Link Between Effective People Development and Business Performance1


The very best developers of

other leaders are also 1.5 times

more likely to exceed their

financial goals.

1.5x

x

= 50%

Senior Leaders Very Ineffective at

Developing Other Leaders

Senior Leaders Very Effective at

Developing Other Leaders

Percentage of Senior Leaders Who

Exceeded Their Financial Goals

1 This key finding is based on the Roundtable’s 2006 Senior Leadership Survey, whichsurveyed more than 1,600 senior leaders and their direct reports in 14 organizations.

Source: CLC–Learning and Development research; HR Leadership Council research.


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WHY LEADER-LED DEVELOPMENTMATTERS TO YOUR TEAM


The Impact of Leader-Led Development on Performance1

Indexed

Additional Benefits

25% increase in direct reports’intent to stay

25% increase in direct reports’emotional commitment

18% increase in direct reports’discretionary effort

16% increase in discretionaryeffort of direct reports’ teams

1 For the purposes of illustration, direct report performance scores were indexed to a scale on which 100 points indicates performance of direct reports who report to senior leaders ineffective at developing other leaders.

Effectively developing your direct reports

can boost their performance by as much

as 27%.

100

127

Senior Leaders Very

Ineffective at Developing

Other Leaders

Senior Leaders Very

Effective at Developing

Other Leaders

= 27% Performance Improvement



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WHY LEADER-LED DEVELOPMENT MATTERS TO YOU


Source: Joss, Dean Robert, “It’s Not About You,” Stanford Business, August 2005; Reichlin, Igor; “The Six Ps of PepsiCo’s Chief,” BusinessWeek, 10 January 2006; “Transcript: Edward Zander, Chairman and CEO of Motorola,” www.CNN.com, 2 October 2006; “Getting the Global View,” The Chief Executive, October 2004; CLC–Learning and Development research; HR Leadership Council research.

“The day you become a leader, your job is to

take people who are already great and make

them unbelievable.”

Jack Welch

Former CEO

General Electric

“If you can’t build the people, if you can’t leave

an organization stronger than you found it, with

more capable people than you inherited, then I

question whether you’re really adding value.”

Steven Reinemund

Former CEO

PepsiCo

“Leadership development is perhaps one of the

most important duties that I have.”

Peter Brabeck-Letmathe

CEO

Nestlé

“I think we [CEOs] are mentors, we are teachers,

we are coaches, and that is what makes a

great leader.”

Ed Zander

CEO

Motorola


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The Business Case





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FOCUSING ON THE FIVE ESSENTIAL ROLES

Experience Broker Relationship Broker Performance Advisor Experience Optimizer Career Champion

Stretch and ChallengeYour Direct ReportsThrough Work Experiences

Connect YourDirect Reports toOther Key Leaders

Offer Adviceand Guidance

EncourageLearning fromWork Experiences

Pave thePath to SeniorLeadership

Direct to career- advancing job assignments.

Create best sequenceof work and assignments.

Place in situationsto fix failing projects and push their comfort zones.

Enable learning from other leaders.

Build relationshipsbetween your directreports and otherkey leaders.

Guide direct reports toward the most influential individuals.

Serve as a soundingboard for difficultchallenges.

Help direct reportsunderstand unintendedconsequences.

Provide feedbackon their greateststrengths.

Provide opportunitiesto practice new skills.

Enable reflection on learning assignments.

Help balance learning and work.

Ensure others seelong-term potential.

Explain remainingsteps to promotion.

Prepare for successfulcareer moves.

Five Essential Roles

What This Means for You

Activities You Can Try with Your Direct Reports



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Role #1: EXPERIENCE BROKER

Direct to career-advancing job assignments.

Create best sequence of work and assignments.

Place in situations to fix failing projects and push their comfort zones.

Tips

Ensure that direct reports have sufficient opportunities to develop skills within their current jobs.

Ensure that the projects you assign your direct reports build on one another and become increasingly complex over time.

Allow direct reports to experience theentire “life cycle” of a project—pullingthem away too soon prevents them from understanding the impact and implications of their decisions.

Brainstorm with your direct reportsways to make their day-to-day tasks and activities more challenging to have a greater impact on business results.



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Role #2: RELATIONSHIP BROKER



Enable learning from other leaders.

Build relationships between your directreports and other key leaders.

Guide direct reports toward the mostinfluential individuals.

Tips

Stress the importance of relationshipbuilding to your direct reports’ development.

Connect your direct reports to otherleaders who can help them with aspecific development outcome.

Share strategies and tactics forbalancing “give and take” inprofessional partnerships.



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Role #3: PERFORMANCE ADVISOR



Serve as a sounding board for difficult challenges.

Help direct reports understand unintended consequences.

Provide feedback on their greatest strengths.

Tips

Create formal and informal opportunities for direct reports to approach you with questions (e.g., schedule a monthly check-in, invite a direct report to lunch).

Don’t immediately “jump in” to solve your direct reports’ problems; it’s better to help your direct reports understand the pros and cons of their decisions.

Recognize the strengths you want to reinforce in your direct reports and give specific examples of when they demonstrated them.



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Role #4: EXPERIENCE OPTIMIZER



Provide opportunities to practice new skills.

Enable reflection on learning assignments.

Help balance learning and work.

Tips

Ensure that direct reports have clear expectations before a learning experience—ask them to share why they have been assigned certain tasks and activities and what they need to learn from them.

Have direct reports identify what they learned; what they found easy, hard, or surprising; and what they would do differently after each key learning experience.

Encourage your direct reports to teach others what they’ve learned from work experiences—this prompts them to reflect and capture key lessons learned.



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Role #5: CAREER CHAMPION



Ensure others see long-term potential.

Explain remaining steps to promotion.

Prepare for successful career moves.

Tips

Have your direct reports give you “key talking points” about their performance record, career highlights, and other achievements.

Create transparency on promotion “differentiators”—those behaviors and accomplishments that set other leaders apart.

Hold your direct reports accountable for owning their careers and achieving their development goals.

X Don’t Shield Your Talent

We know letting go of your best talent is hard, but direct reports who feel “shielded” from job opportunities are up to 25% more likely to leave the organization entirely. It is far better to promote your best talent within the company than to risk losing them to competitors.



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The Business Case





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BUILDING A SOLID FOUNDATION

Establish Healthy Relationships

When your direct reports perceive you as a credible leader who treats them with respect and fairness, they are far more likely to follow through on advice you give.

Be a Role Model for Development

You can lead by example by demonstrating openness to coaching and feedback—your direct reports are more likely to take responsibility or their own development if they know it matters to you.

What Matters Most

What Matters Less

Top Management Support

Use of an Executive or Professional Coach

Company Culture

Financial Incentives for Developing Others




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ESTABLISH HEALTHY RELATIONSHIPS

Impact on Effectiveness at Leader-Led Development1 Tips

Ensure that the advice you provide to your direct reports strongly links to your expertise and experience.

Balance your efforts to establish credibility—your value as a senior leader rests on your general management abilities, not subject-matter expertise.

Treat each direct report differently, but hold all of them to the same standards.

1 Each bar represents the maximum impact each driver contributes to effectiveness at leader-led development.

Inspirational Leadershipand Vision

Credibility of Leadership Style and

Skills

Credibilityof Business

ManagementExperience

Gives Freedom for Others toMake Their

Own Decisions

Treats Direct Reports withRespect and

Fairness

Committed to Flexibility inWork–Life Balance



42.9% 42.7%41.0%

35.8%

43.4%

32.1%


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BE A ROLE MODEL FOR DEVELOPMENT

Impact on Effectiveness at Leader-Led Development1 Tips

Recognize that seniority does not necessarily equate to (continued) success.

See the “good” behind feedback—the best senior leaders recognize that they can only improve and succeed by heeding the advice of others.

Ask others to hold you accountable for making progress on your own development goals.

Ask your direct reports to be role models in their commitment to development as well.

1 Each bar represents the maximum impact each driver contributes to effectiveness at leader-led development.

Open to New Ideas

and Suggestions

Actively Seek Out Feedback

and Criticism

Admit Need for

Improvement

Approachable to InformalFeedback

Curtail Self-Limiting

Behaviors

Follow Through on

Development Goals



41.6% 41.8%43.8%

35.8%

40.2%

44.9%

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