leadership transitions: differences across leadership levels
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25 June 2013. Leadership Transitions: Differences Across Leadership Levels. Joy F. Hazucha. The Korn/Ferry Leadership and Talent Consulting family. Mission. Vision. Better leaders, Better world. - PowerPoint PPT PresentationTRANSCRIPT
Copyright © 2013, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved.
Leadership Transitions:Differences Across Leadership Levels
Joy F. Hazucha
25 June 2013
Copyright © 2013, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved.
The Korn/Ferry Leadership and Talent Consulting family
Better leaders, Better world
MissionPremier global provider of talent management solutions that accelerate leadership effectiveness and maximize business impact
Vision
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MADRIDMEDELLIN MELBOURNEMEXICO CITYMIAMIMILANMINNEAPOLISMONTERREYMONTREALMOSCOWMUMBAIMUNICHNEW DELHINEW YORKNORTHERN VIRGINAOSLOPARISPHILADELPHIAPRINCETONQUITORIO DE JANEIROSAN FRANCISCOSANTIAGOSAO PAULOSEOULSHANGHAISINGAPORESTAMFORDSYDNEYTAIPEITEL AVIVTOKYOTORONTOVANCOUVERVIENNAWARSAWWASHINGTON, DCWELLINGTONZURICH
Global FootprintAMSTERDAMATHENSATLANTAAUCKLANDBANGALOREBARCELONABEIJINGBOGOTABOSTONBRISBANEBRUSSELSBUDAPESTBUENOS AIRESCALGARYCARACASCASABLANCACHICAGOCOPENHAGENDALLASDUBAIDURANGOFRANKFURTGENEVAGUANGZHOUHAMBURGHELSINKIHONG KONGHOUSTONIRVINEISTANBULJAKARTAJOHANNESBURGKIEV KUALA LUMPURLIMALONDONLOS ANGELESLYON
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Agenda
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Research on differences between levels
Implications for your organizations
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Transitions Across the Leadership Pipeline
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Leadership Transitions
The ‘STATS’
Up to 40% of internal promotions find the transition a challenge; 20% rate it a downright disappointment(RHR RESEARCH)
Fewer than 36% of executives hired from outside the organization will succeed(BRADT, CHECK & PEDRAZA , 2009)
8% of new managers continued to operate more as individual contributors than leaders(CONCEPT RESERVE)
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Transitions in the ‘Danger Zone’
Why? Peter Principle; high performers
who have been misidentified Never learned how to manage
transition process Lack of support for big stretch
assignments Lack of clarity around
expectations Radically different success
factors in new role—they don’t naturally occur
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The Transformation Trilogy
The Transformation Trilogy— Arthur Freedman, 1998
Let Go
PreserveAdd On
Need to understand what to Add On, Preserve, and Let Go
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4. Behaviors and Skills:
Skills and behaviors that
can be applied on the
job
3. Knowledge, Experiences:
Relevant experiences
and track record
1. Traits, Aptitudes, & Derailers:
Behavior tendencies and abilities
2. Motivators, Interests, &
Values: Career goals,
What interests and engages
them
Whole Person Assessment: Compare Levels on Each
More observableEasier to develop
Less observableMore difficult to
develop
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Methodology
Methodology overview: Looked at 30,000+ leadership assessments Determined leadership level at time assessment Contrasted each level to the ones above and below Isolated the attributes that reliably differentiate each
level Replicated across samples, reliably classifies into
correct level
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1. Motivators: Data Collection
Career History Questionnaire: inventory used as pre-work for in-depth assessments – asks leaders to rank order their top 5 motivators from a list of 19
Data collected from over 17,000 leaders from 2006 To 2011
Leaders represented a variety of industries as well as geographies
Categorized into 4 levels of leadership
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19 Motivators: Choose top 5
Advancement opportunities (promotions)
Fast-paced environment with lots of change
Friendly workplace with good relations with coworkers, vendors, and/or clients
Sense of personal accomplishment Hard-driving, performance-based
culture Autonomy in carrying out my
responsibilities Belief in the mission of the
organization Expert or authority status Fair and consistent managers
Influence on the direction of the organization
Monetary compensation Opportunity to be creative Responsibility for the performance
of others and the results of the unit Stimulating, challenging work Training or development
opportunities Variety in job duties Visibility and recognition Working in a stable job with little
change Work-life balance
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US Leader Motivators by Level
Influe
nceO
rgDir
Respfo
rOthe
rsand
Unit
HardDriv
ePerf
Based
Beliefi
nMiss
ion
FastP
aceC
hg
Autono
my
StableL
ittleC
hg
Creativ
e
Expert
Authori
ty
PersAcc
ompli
sh
StimCha
llWork
Moneta
ry
Visibil
ityRec
ognit
ion
Variety
Friend
ly
WorkLif
eBala
nce
TrngDev
Opptie
s
Advan
ce
FairCon
sisten
t0%
10%20%30%40%50%60%70%80%90%
100%
US by LevelFirst level (N=1690) Mid level (N=2482)Functional area or Business leader (N=3822) Senior /Top (N=1424)
<- more important at higher levels --- more important at lower levels ->all correlations with level significant EXCEPT Stable Job, Little Change
Perc
ent c
hoos
ing
in to
p 5
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Self Focused Motivators
Motivators
Lower Level Senior Level
Preserve Across Levels
Advancement
Friendly Workplace
Development Opportunities
Work-life Balance
Influence Drives
Influence on Organization Decisions
Responsibilities for Others
Performance Based Culture
Belief in Organizational Mission
Achievement Drives
Stimulating, Challenging Work
Personal Accomplishments
Monetary Compensation
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2. Personality by Level
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IndividualContributor
First-levelLeader
Mid-levelLeader
Business UnitLeader
SeniorExecutive
Personality: Preserve
Preserve
Self-Confidence
Emotional Control
Consideration of Others
Responsibility
CONSISTENT
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IndividualContributor
First-levelLeader
Mid-levelLeader
Business UnitLeader
SeniorExecutive
Personality: Let Go
Let Go
Micro-Managing
Attend to Detail
Passive-Aggressive
Keep People Happy
DECLINING
Independence
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IndividualContributor
First-levelLeader
Mid-levelLeader
Business UnitLeader
SeniorExecutive
Personality: Add On
Add On
Energy
Adaptability
Influence
Risk-Taking
INCREASING
Optimism
Vision
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Personality Twist: Add On, then Let Go
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Derailment
Lack Self-Insight Poor Relationships Create a Negative
Environment Handle Conflict Poorly Create Distrust
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Summary
Managing Others (First Level)
Managing Managers (Mid-Level)
Business Unit Leader
Willing to give direction, depends on others
Needing to be liked
ADD ON:
LET GO:
Influencer, energetic, executor, risk takerADD ON:
LET GO: Attending to daily details
Strategic, trusting, idea generator, optimistic
ADD ON:
LET GO:
Acting independently
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Personality Summary
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3. Experiences by Level
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Experiences to Accelerate Transitions
Lower Level Senior LevelDifficult Staffing Situations
Financial Management
Interpersonal Challenges
Support Function Experience
Strategy Development
Critical/Visible Assignment
High Risk Situations
Critical Negotiations
Inherited Problems External Relations
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-1.0
-0.8
-0.6
-0.4
-0.2
0.0
0.2
0.4
0.6
0.8
1.0
Front Line (951)
Mid Level (1656)
Business Unit (795)
Senior Exec (644)
Problem-Solving and Personality Experience
Note: Experience Differences much larger than Personality
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4. Skills and Competencies
Responses to The PROFILOR® from 8,000+ leaders across the globe: The PROFILOR®
360◦ feedback tool used for development purposes Feedback collected from sources including Manager/Boss
perspective
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Skill Importance
Model Nlow Nhigh Nlow Nhigh
Sr Exec 952 1,014 1,007 1,008
BUL 1,232 1,292 1,288 1,290
MLL 2,572 2,603 2,586 2,589
FLL 3,119 3,249 3,232 3,239
Boss Ratings of leaders from 4 levels
Importance of each competency Skill level on behaviors ->
competencies
Level
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Ana
lysi
s/Ju
dgm
ent
Stra
tegy
Vis
ion/
Inno
vatio
n
Fina
ncia
l
Glo
bal
Cus
tom
ers
Stru
ctur
e - P
lans
Stru
ctur
e - E
xecu
tion
Driv
e fo
r Res
ults
Cou
rage
Influ
ence
Eng
age
& In
spire
Tale
nt
Col
labo
rate
Com
mun
icat
e
Rel
atio
nshi
ps
Trus
t
Ada
ptab
ility
2.50
3.00
3.50
4.00
4.50
5.00
5.50
6.00
6.50
7.00FLL Importance MLL Importance BUL Importance Sr Exec Importance
Ratings of Importance
26Thought Leadership Results Leadership People Leadership Personal Leadership
Critically Important
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Ratings of SkillA
naly
sis/
Judg
men
t
Stra
tegy
Vis
ion/
Inno
vatio
n
Fina
ncia
l
Glo
bal
Cus
tom
ers
Stru
ctur
e - P
lans
Stru
ctur
e-E
xecu
tion
Driv
e fo
r Res
ults
Cou
rage
Influ
ence
Eng
age
& In
spire
Tale
nt
Col
labo
rate
Com
mun
icat
e
Rel
atio
nshi
ps
Trus
t
Ada
ptab
ility
2.50
3.00
3.50
4.00
4.50
5.00
FLL Skill MLL Skill BUL Skill Sr Exec Skill
Thought Leadership Results Leadership People Leadership Personal Leadership
Demonstrates competency to
a great/very great extent
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Development Priorities MatrixLower Importance (from PROFILOR) Higher Importance (from PROFILOR)
Higher Skill
(BOTH in PROFILOR & Assessments)
Lower Skill (BOTH in
PROFILOR & Assessments) Primary
Development Needs
Primary Strengths
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Development Priorities MatrixLower Importance (from PROFILOR) Higher Importance (from PROFILOR)
Higher Skill
(BOTH in PROFILOR & Assessments)
Lower Skill
(BOTH in PROFILOR & Assessments)
Primary Development Needs
Sr Exec: Drive for ResultsTalent
Structure Work-Execution
BUL: Structure Work-Execution
MLL: Structure Work-Execution
Secondary Development Needs Sr Exec: Global
Financial Structure Work-Plans Courage
BUL: Talent
MLL: Financial
Secondary Strengths
Sr Exec: none
BUL: Trust
MLL: Trust Drive for Results
Primary Strengths
Sr Exec: Trust
BUL: Drive for Results
MLL: Customers
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Most Important Competencies
Lower Level Senior Level
Preserve Across Levels
Adaptability
Communication
Build Talent
Engage & Inspire
Influence
Strategic Thinking
Judgment
Drive for Results
Structure the Work
Trust
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The Five Agendas of a Leader:Framework for Transitions and Engagement
Leadership
RelationshipBusiness
Personal Learning
Leadership Agenda Identify core values and principles Set the tone for leadership Demonstrate organizational savvy Engage and inspire others
Relationship Agenda Establish positive working
relationships with important stakeholders
Proactively network and build relationships to ensure long-term success
Learning Agenda Identify key strengths and
weaknesses Establish development plans to
build capabilities where needed Learn from experience
Personal Agenda Clarify life goals and values Balance work life with family,
health, and fitness, and other priorities
Maintain motivation and focus
Business Agenda Define strategic priorities Understand and leverage key
business drivers Outline short-term and long-
term action plans to accomplish significant results with speed and quality
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Implications
Focus on motivators, style, competencies & experiences to develop leaders
Some attributes matter more at specific levels of leadership (influence, risk taking, strategy)
Some attributes matter at all levels of leadership (achievement drive and results)
Developing leaders can help: Place more time and focus on important areas that might
otherwise be ignored Learn and intentionally use helpful tools and frameworks Seek relevant experiences and feedback Identify colleagues with complementary strengths
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Your Questions?