a leadership challenge retention v imp

7/30/2019 A Leadership Challenge Retention v Imp

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A Leadership Challenge:Retaining Top Talent

EXECUTIVE DYNAMICSEXPERTS IN EXECUTIVE & ORGANIZATIONAL EFFECTIVENESS

In Collaboration With

The Villard Group


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The Current Corporate Reality

Three years of lackluster corporate revenues, profitabilityand a bear market

Leadership scandals and excesses are headline news

Corporate governance is in transition as boards andleadership seek to comply with legislative and stockexchange mandates

Successive rounds of employee lay-offs

Compensation programs are undergoing increasing

regulatory and shareholder scrutiny, and are in flux Employee financial security is threatened. 401(k) values

have erodedStock portfolio values have declined andemployee stock options are under water


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The Result

Corporate leaders are focused more and more onregulatory, governance and shareholder issues

Vision for future business strategies and results is uncertain

Employee trust has sunk to historical lows

Employees are concerned about their financialsurvivalthey fear for their jobsare discouraged anddisengaged

Companies do not have the traditional compensationvehicles available to them to lock in key employees

Top talent is vulnerable to being recruited awaythey arestill in demand, often with little to hold them

Companies face increasing risk of losing the veryemployees they rely upon to orchestrate the turnaround


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The Big Questions?

How will we re-engage our top employees and reignite the

fire?

How do we enlist the hearts and minds of our most trustedemployees?

How do we regain the momentum lost over the past 30

months?

How do we hook in our valued employeesour intellectual

capitalour key leaders to whom we are looking to get usback on track?


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The Employee as Investor

Most employees want a relationship with key members of theleadership team

They want to be involvedthey want to contribute

They want to be appreciated

Contrary to some beliefs, they want to stay with a company forthe longer termas long as their investment yields the properreturn; and, they have the right deal

For most employees, their boss is the company

Therefore, the boss becomes the linchpin in crafting andmanaging the deal for each of their employees, each withdifferent expectations or ROI

The skills and abilities of the manager are critical in reworkingand delivering the deal


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A Solution: Create

An up close relationship with top talent throughout theorganization

A relationship that stimulates collaborative dialog around

business priorities, personal fears, opportunities forincreased engagement, career desiresand, develops aclear understanding of the dealpoints

A clear and mutual understanding of what needs tohappen to regain lost momentum

A joint plan of action for addressing the primaryissuesboth for the companyand for the individual

A true partnership which also stimulates and re-engagesothers through a cascade effect infectious enthusiasm


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The Recommendation:

Adopt a new way

Of managing key people in the current environment

Of working with them that revives excitement andenthusiasm for the business agenda

Of joint venturing that provides personal recognition andmotivation to key employees Of re-engaging the corporations best minds to re-ignite

growth That actively addresses the quid pro quo in the employee/

employer relationshipthat maximizes the ROI for the

individual and locks them in, in a positive way

Implement relationship-based coaching


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How:

Relationship-based coaching Examines where the coaching energies are going versus

where they could go

Delves into the assumptions about top talent engagement

and how that impacts the coaching approach Compares and contrasts position-based versus relationship-

based coaching and why they produce different results

Explores the intention factor and how it leads tomisaligned expectations and alienation

Expands the influence repertoire to be effective withdifferent people in more situations


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The Approach

A two day leadership lab

Defines an approach for identifying true top talent

Develops understanding of primary motivators for keyemployee retention and turnover

Investigates the realities of the employee as investorconcept

Focuses on personal relationship as a critical variable

Teaches an approach for relationship-based coaching

Uses real life company specific case studies for analysis

and skill building Includes videotape feedback with instructor coaching


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The Payback

Heightened key employee engagement and commitment

A clear understanding of company directions andexpectations

Stronger, more meaningful relationships with a critical massof key employees

Improved propensity to retain key employees

Increased morale and productivity

Broad employee recognition that something positive is

happening Heightened buoyancy and optimism

Improved earnings


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Consultant Biography: Andy Rich

Andy Rich is Principal of Executive Dynamics Consulting Group, an organization whosemission is helping leaders achieve their maximum potential.

Andy has 25 years of very successful senior-level Human Resource leadership andexecutive management experience with high growth, high performance companies suchas PepsiCos Frito-Lay and Taco Bell, Ingram Micro, Williams-Sonoma and, recently,Charles Schwab & Co. During his tenure at Schwab, Andy was Executive Vice President

and Chief Human Resource Officer with worldwide responsibilities for leading anddeveloping human capital strategies.

The company became recognized as a preeminent employer by Fortune, CatalystandWorkingWomen. In his role, Andy worked closely with executive leadership ondeveloping their business strategies and personal leadership effectiveness.

Throughout his career Andy has hired and coached many high performing individualswho have achieved significant professional success. He has the reputation for beingpassionate about what he does and is highly regarded as a strong developer of peopleand business leader.

Andy graduated from Long Island University, where he earned MBA, MPA and BSdegrees. He also holds an Executive Management Certification from the School ofIndustrial Relations and Labor Relations at Cornell University.


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Consultant Biography: Ken Villard

Kenneth L. Villard, Ph.D., is the founder and president of The Villard Group of Ohio (VGI).The operations center is located in Brecksville, Ohio with a west coast office in the SanFrancisco Bay Area. Founded in 1982, VGI was one of the first training companies tofocus on the need for behavioral skills training for Information Technology professionals.

Today, VGI remains the premier provider of such training for the IT community in theUnited States. The corporation's products and services focus on helping technical

professionals gain the leadership skills necessary to establish effective work teams andprofitable partnerships with internal and external clients. Among the corporation's longstanding clients are: Cisco Systems, Novell, Intel, Capital One, Federal Reserve Bank ofNew York and Bank of America.

Dr. Villard has been teaching in corporate settings for over 25 years. Among his majorinterests are alternative approaches to managing people, transitioning into managementand strategies for engaging and retaining top talent. Ken has authored two books on

interpersonal and organizational communication.

He has a Master's Degree in Counseling Psychology from Bowling Green State Universityand a Ph.D. in Organizational Communication and Change from Michigan State University.

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