global leadership forecast 2011 delaware shrm april 10, 2012 the talent management expert
TRANSCRIPT
The bottom line52%
13%
Financial performance 2.8x
Customer satisfaction 4.6x
Productivity 4.7x
Quality of services 4.4x
Low Leadership Quality
High Leadership Quality
About the Global
Leadership Forecast
1,897 HR Professionals
12,423 Leaders
2,679 Organizations
74 Countries
Enhanced Business
Impact
Quality of
Leadership
Enhanced People
Outcomes
Talent Systems & Practices
Leadership Development
Management Culture
EffectiveDevelopment =
Quality Leadership 13%
62%
Low Development Effectiveness
High Development Effectiveness
Top Five Past
Critical Skills
1. Driving & managing change
2. Executing organizational strategy
3. Coaching & developing others
4. Making difficult decisions
5. Improving employee engagement
Top FiveFuture
Critical Skills
1. Driving & managing change
2. Identifying/developing future talent
3. Fostering creativity & innovation
4. Coaching & developing others
5. Executing organizational strategy
“Our CEO coined how we need to think about innovation. He said, ‘I’d rather be 8 and 2 than 2 and 0 in terms of willingness
to try out something new’”.
Innovation Important
95%
90%
89%
72%
Budget Increases
80%
82%
73%
49%
Up The Value Chain
Boston Consulting Group 2010
Lack of Understanding Stakeholders
Aversion to Risk
Failure to Execute
Innovation Challenges Culture of Innovation
Think Differently
Question Assumptions
Get Things Done
Experiment
Team Members
Lackluster Ideas
The Leader’s Role in Innovation
Inspire Curiosity
Drive Discipline
Leader
Challenge Current Perspectives
Create Freedom
Formal classroom training
Special projects or assignments
Coaching from your manager
Moving positions
Coaching from internal coaches
Web-based learning
Coaching from external coaches
Virtual classroom
Effectiveness of Development Methods
= Assessments, Targeted Personal Development Focus
OrientationKick Off
Coaching
Fo
rmal
Lea
rnin
g
April-June July-September October-December January-March
Action Learning
Ongoing Feedback and Support
Core Curriculum 3Building High-Performing
TeamsDriving Innovation
Supporting Leadership Development
2 days
Action Learning
Action Learning
Coaching Coaching
•Assessment: 360 and personality Inventories
•Prework•Action Learning
Kickoff
DevelopmentPlanningMeetings
(DDI Coach, Boss, Mentor)
Repeat 360 to Assess
Behavior Change
DevelopmentPlanningMeetings
(DDI Coach, Boss, Mentor)
= Core Curriculum= Action Learning
& Ongoing Development
Job Growth Experiences
Info
rmal
Le
arn
ing
, Fe
edb
ack
, an
d
On
-th
e-jo
b E
xpe
rien
ce
= Learning 2.0 components
Manager/Sr. Leader Kick-Off
Webinar
Leader Blog: What leadership means to participant, how they
will use new skills
Wikis: Tying leadership skills to business outcomes – how do they link together?
Discussion Board: Participants seek feedback from BU leaders on ideas,
best practices
Learning Mash-Up
Core Curriculum 1Challenges of
Transitions
Mastering EQ
Influencing
Courage3 days
Core Curriculum 2Cultivating Networks &
Partnerships
Making Change Happen
Learning through Transitions
3 days
Firing on all cylinders
Leadership Succession 77%
Performance Management 77%
Leadership Selection 79%
22%
42%
31%
30%
33%
31%
Programs & learning for mid-level leaders 76%
Programs & learning for senior leaders 74%
Programs & learning for frontline leaders 68%
Future Importance
Current Effectiveness
HR
Development Can’t Fix Everything
Low• Arrogance
• Inquisitive
• Ambitious
• Volatile
• Learning Orientation
• Results Driven
Moderate• Risk-taker• Letting go• Making
sounddecisions
High• Customer
focus• Developing
strong teams• Executing
strategy• Building
future talent• Communicating
with impact
Select Develop
81% Tied to corporate goals
69% Balanced between “whats” and “hows”
56% Discussions provide clear direction for development
Performance Management
64% of leaders made a leadership transition in the past 5 years
26% of organizations have effective programs
to ensure smooth leadership transitions
BUT ONLY
There’s a Difference
Performance
Potential
Readiness
How one is performingnow in current role
One’s likelihood of leadership growth
One’s fit with a specific role, job or job family
LeadershipPotential
50%39%44%
37%
Identification of High Potentials
Growth of High Potentials
2009
2011
HR
Best Practices
88%
87%
60%
48%
46%
43%
Organizations with effective talent management systems
Organizations with ineffective talent management systems
19%
19%
13%
8%
3%
3%
HR
“Right now, your company has 21st century Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles.”
Gary Hamel
Management Culture Killers
• Bureaucracy of management processes
• Values that are not meaningful
• Influence based on position power
• Innovation opportunities for select few
• Decisions are held closely by those in power
• Rigid structure
• Power held by those who value status quo
• Goals only focus on bottom-line growth
Culture Impacts
Passion 29%57%
81%
Low effectiveness of management culture
Medium effectiveness of management culture
High effectiveness of management culture
17%31%
51%
Culture Impacts The bottom line
Low effectiveness
of management culture
Medium effectiveness
of management culture
High effectiveness
of management culture
Management Culture
Revolutionized
• Management processes are a competitive advantage
• Values are shared and meaningful
• Merit-based influence
• Innovation opportunities for all
• Strategic decisions open for discussion
• Flexible, nimble structure
• Power held by those who value innovation
• Goals of growth, sustainability, and social significance
Enhanced Business
Impact
Quality of
Leadership
Enhanced People
Outcomes
Talent Systems & Practices
Leadership Development
Management Culture
68th Percentile Leadership Development Talent Management Management Culture
35th Percentile Leadership Development Talent Management Management Culture
24th Percentile Leadership Development Talent Management Management Culture
The Bottom Line