Post on 28-Apr-2018
transcript
CEB Corporate Leadership Council™
Best Practices in
Competency Models
CEB Corporate Leadership Council
Mark Whittle, Director CEB, Latin America
Friday, April 22nd
Santiago, Chile
2 © 2016 CEB. All rights reserved. CLC5302216SYN
Detail about CEB Inc. and its subsidiaries can be found at cebglobal.com/offices. cebglobal.com
¿Quienes Somos?
■ 30 años apoyando la toma de
mejores decisiones que impactan
el negocio
■ 4. 000 empleados en 32 oficinas
a nivel global
■ 89% de las Fortune 500
■ 3. 000 empresas miembros en
programa recursos humanos
■ NYSE:CEB cotizado en bolsa de
Nueva York
Lista Parcial de Asociados
en América Latina
CEB es una compañía de mejores prácticas y benchmarking. En conjunto con miles de compañías en el mundo, desarrollamos soluciones innovadoras para impulsar el desempeño organizacional y gestión de talento.
Fast and Right es una promesa de la marca: Ayudar a nuestros miembros a aprovecharse de los hallazgos de las mejores compañías para ahorrar tiempo (be fast) y hacer mejores decisiones (be right).
3 © 2016 CEB. All rights reserved. CLC5302216SYN
Detail about CEB Inc. and its subsidiaries can be found at cebglobal.com/offices. cebglobal.com
Desafíos que Resolvemos a Través de Hallazgos, Benchmarking,
Mejores Practicas y Guías de Implementación
Compromiso de Empleados
Propuesta de Valor de Empleo
Desarrollo Organizacional
Sucesión Altos Potenciales Liderazgo
Estructura de RR. HH HR Business Partners Métricas y Analíticas
de Talento
Desempeño Gestión del Cambio Planificación de la
Fuerza Laboral
Planificación Estratégica de RR. HH
Diseño Organizacional Carreras
Reclutamiento y Selección
Compensación y Total Rewards
Gestión del Conocimiento
4 © 2016 CEB. All rights reserved. CLC5302216SYN
Detail about CEB Inc. and its subsidiaries can be found at cebglobal.com/offices. cebglobal.com
La membresía
anual incluye
Múltiples Canales
para Apoyar Sus
Prioridades
de manera
ilimitada
Por Donde Comenzar…
Definición de Sus Prioridades en
Consulta con su Gerente de Cuenta
Recibir una Orientación del Servicio para
Usted y Su Equipo de RR. HH
Lanzar el CEB Ignition™
Diagnóstico de RR. HH
Apoyo de Consultores
Especializados de CEB
Hallazgos (Insights) y Tendencias
■ Networking Ejecutivo
■ Acceso al Portal de
CEB
Eventos Presenciales y Virtuales de Capacitación
Apoyo Continuo de un Gerente de Cuenta Dedicado
Benchmarking
Mejores Prácticas Diagnósticos, Plantillas, y Guías de Implementación
5 © 2016 CEB. All rights reserved. CLC5302216SYN
Detail about CEB Inc. and its subsidiaries can be found at cebglobal.com/offices. cebglobal.com
Fast and Right—Valor de Membresía en CEB
■ Acceder a mejores prácticas y benchmarking globales
■ Hacer las cosas bien la primera vez y evitar errores comunes. ¡No reinventar la rueda!
■ Minimizar el tiempo para la toma de decisiones
■ Mantenerse al tanto de las tendencias críticas de RR. HH
■ Capacitar y profesionalizar su equipo de RR. HH, evitando la dependencia en la consultoría tradicional.
■ Crear una función de RH con impacto estratégico en el negocio.
■ Ahorrar en sus presupuestos en comparación con consultores tradicionales.
■ Reducir riesgo del cambio continuo a través del modelo de apoyo ilimitado de la membresía
Fast and Right es una promesa de la marca: Ayudar a nuestros miembros a aprovecharse de los hallazgos de las mejores compañías para ahorrar tiempo (be fast) y hacer mejores decisiones (be right).
Be Fast
Be Right
and
6 © 2016 CEB. All rights reserved. CLC5302216SYN
Detail about CEB Inc. and its subsidiaries can be found at cebglobal.com/offices. cebglobal.com
Apoyo para RR. HH y para el Negocio
Gerente de
RR. HH
Equipo de RR. HH
Líderes y Gerentes del Negocio
Innovar y Liderar la Función de RR. HH
Le ayudamos a establecer e implementar una dirección para la estrategia
de capital humano, y a impulsar mejoras continuas en su función. Le
mantenemos al tanto de las tendencias y riesgos críticos para aumentar
su influencia con el CEO y junta directiva.
Mejorar los Procesos, la Planificación y el
Relacionamiento con el Negocio
Les ayudamos a mejorar la eficiencia de los procesos de RR. HH en base
a mejores practicas, y a mejorar el relacionamiento con el negocio e
impacto al negocio. Le equiparamos a su equipo con las herramientas
para hacer las cosas “fast and right”, lo cuales mejora la productividad y
compromiso de su equipo.
Desarrollar al Equipo de RR. HH
Una de nuestras metas principales es desarrollar su equipo para hacerles
mejores profesionales de capital humano
Fomentar la Buena Gestión de las Personas por los
Gerentes
Les ayudamos a desarrollar a los lideres y los gerentes del negocio para que
sean buenos gerentes de personas. Les proporcionamos guías y
herramientas para los gerentes.
1. Best Practices in Competency Models
2. The New Path Forward: Creating Compelling Careers
for Employees and Organizations
3. Leveraging Engagement to Support Business Priorities
Agenda
© 2016 The Corporate Executive Board Company. All Rights Reserved.
7
8
Types of Assessments
Traditional intelligence tests, such as numerical reasoning, vocabulary, critical thinking
Questions map to traits, attitudes, and motivations known to predict performance
Interactive demonstration of skills, aptitude or ability. May not include items to answer, but rather tasks to perform
Custom job/culture fit • Retention predictor• RJP/RCP
Ask about past experiences (education, work, life) • Past performance,
Future performance
Ask what candidates think is best response in a work-related situation
9
Objective assessment provides a better prediction of a candidate’s likely job performance than many typical methods
How Well Do Assessments Work?
Perfect prediction
+.65 Assessment Centers
+.45 Ability Tests/Job Samples
+.40 Group Exercise/Personality Composites
+.35 Structured Interviews/In-Tray Exercises
+.30 Biodata (e.g., work history)
+.15 Employment Interviews
+.10 Educational Qualifications
Graphology/Astrology/Phrenology
Random prediction 0
+1
CEB Learning & Development Leadership Council
Designing and Implementing Competency Models
10
11
© 2015 CEB. All rights reserved. LDR1360115SYN
THE BUSINESS CASE FOR COMPETENCY MODELS
Clearly Communicating Performance Standards Drives Employee Performance
Our research demonstrates that clearly communicating performance standards and providing fair, accurate, and informal feedback drives employee performance.
■ Organizations need a fair and simple framework to assess employee performance and support continued improvement.
We surveyed 19,000 employees from 34 companies and 29 countries and found that an employee’s understanding of performance standards can impact performance by up to 36.1%.
We also found that providing fair, accurate, and informal feedback has a maximum impact of 39.1% on performance. To achieve this impact, organizations must establish a framework to measure employee performance fairly and accurately. A well-designed and -implemented competency model will provide managers with an actionable and realistic understanding of performance and allow them to positively influence performance through informal feedback.
Impact of Fairness and Accuracy on Informal Feedback
1x
1.36x∆ = 36.1%
Performance of an Employee with a
Poor Understanding of Performance
Standards
Performance of an Employee with a
Strong Understanding of Performance
Standards
1.39x
1x
∆ = 39.1%
Performance of an Employee Receiving Unfair and Inaccurate
Informal Feedback
Performance of an Employee Receiving
Fair and Accurate Informal Feedback
Providing Fair and Accurate Informal Feedback Drives Employee PerformanceImpact of Employee Understanding on Performance Standards
Source: CEB analysis.
DERF 11-4266
Catalog # HRLC1554811SYN
Title Oct 2011 Competency Models
Source: CEB analysis.
12
© 2015 CEB. All rights reserved. LDR1360115SYN
THE ADVANTAGES AND DISADVANTAGES OF COMPETENCY MODELS
Organizations Typically Measure Employees’ Performance in Two Ways
Organizations use a combination of behavioral and technical competencies in performance management processes.
■ Behavioral competencies are transferable behaviors that typically compose attitudes, values, and leadership competency models.
■ Technical competencies are specific skills and knowledge linked to particular roles and activities.
■ Management by Objectives (MBOs): A system in which specific performance objectives are jointly determined by subordinates and their superiors. Progress toward objectives is periodically reviewed, and evaluation and rewards are based on this progress.
■ Competency Models: The knowledge, skills, and behaviors required to perform job responsibilities are correlated with on-the-job performance measured during formal performance processes.
Advantages and Disadvantages of Competency Models
Advantages Disadvantages
MBOs ■ Measure output that can be directly linked to business unit and organizational goals
■ Ensure employees within the organization are aware of the link between their roles and responsibilities and the goals of the business by coordinating objectives from the top down
■ Can be overly focused on output and ignore other core responsibilities of a role
■ Do not measure adherence to organizational values ■ Do not break down performance at a role into actionable behaviors
■ Tend to be more applicable to certain positions than others
Competency Models ■ Standardize performance management criteria to enable the comparison of performance within job families across business units and geographies
■ Standardize development expectations across the organization
■ Help to create a unified corporate culture ■ Enable organizations to strengthen leadership bench and facilitate the identification of future leaders
■ Create a more robust hiring process by ensuring better candidate fit
■ Help integrate HR processes such as recruiting, development, succession planning, and performance management
■ Creating and updating competency models is a time- and data -intensive process.
■ Competency models present serious design and implementation challenges. Failing to overcome these challenges can have the following consequences: – Competency models can become complex and unwieldy, thus overwhelming employees and managers.
– Competency models can become outdated rapidly and fail to reflect the changing reality of employee roles.
– Competency models can be too abstract and nonactionable.
– Competency models can be insufficient for developing skills needed for future strategy.
DERF 11-4266
Catalog # HRLC1554811SYN
Title Oct 2011 Competency Models
Best-in-class competency models are:
1. Aligned with core values and company mission and strategy
2. Balance comprehensiveness and simplicity
3. Streamline the number of competencies and provide flexibility
4. Are anchored in specific behaviors
5. Are embedded in the talent management process
6. Use ‘talent analytics’ to identify the most impactful competencies
Best in Class Competency Models
© 2016 The Corporate Executive Board Company. All Rights Reserved.
13
CISCO: NEW LEADERSHIP COMPETENCIES MODEL
Modelo C-
LEAD de
“competenci
as
diferenciante
s”
Liderazgo
tradicional
(Pasado)
Liderazgo para
hoy día
(Presente)
Liderazgo para el maña
na
(Futur
o) Colaborar
Mantiene el
enfoque
primario en el
éxito
funcional
Colabora entre
distintas
funciones,
informando a
los demás sobre
soluciones y
criterios
Colabora entre
distintas
funciones para
desarrollar
soluciones que
beneficien la
función, la región
y la empresa
Aprender
Desarrolla una
profunda pericia
dentro del área
funcional
Procura el
desarrollo fuera
de la función y el
área de
especialidad
Se desafía a sí
mismo para ver
las cosas desde
otra perspectiva
y
hacerlas de otra
manera
Ejecutar
Demuestra un
enfoque intenso
en una ejecución
impecable
Demuestra
pasión por la
ejecución como
así también los
objetivos
globales de la
empresa
Incentiva en los
demás la pasión
por las metas a
largo plazo y los
objetivos
empresariales Acelerar
Implementa la
estrategia tal
como se da
Participa en el
desarrollo de la
estrategia
Se adapta a las
condiciones del
mercado y del
mundo a fin de
evolucionar y
desarrollar una
nueva estrategia
Revolucionar
Soluciona
problemas para
procesos y
estrategias
comprobadas a
medida que
surgen
Hace que la
innovación sea
parte de la
ejecución
cotidiana y
prioriza el trabajo
y la planificación
en equipo
Desafía
continuamente el
estatu quo y fija
nuevos criterios
para el mismo
Juan Pérez: Encuesta de opinión 360 sobre las conductas del modelo C-LEAD
Resumen Superiores Colegas Subalternos
Colaborar
Trabajar más allá de los límites
Involucrar a los demás
Ganarse la
confianza Aprender
Autodesarrollo × × × El desarrollo de los demás
Ejecutar
Demostrar pasión × Facultar a los equipos
Obtener resultados
Acelerar Forjar la estrategia
Desarrollar la capacidad × × ×
×Liderazgo tradicional Liderazgo para hoy día Liderazgo para el mañana
Definir la diferenciación temporal—Cisco delinea la diferencia
entre las conductas pasadas, presentes y futuras del modelo C-
LEAD mediante demostraciones para ayudar a los líderes a
emprender cambios conductuales.
Desarrollar la
autoconciencia
—Las
evaluaciones
desarrollan la
autoconciencia
de los líderes
sobre si están
demostrando
una transición
del liderazgo
tradicional al
liderazgo para el
mañana de
Cisco.
Highlights of the Process for Creating a New Leadership Competencies Model
• Interview the best leaders to identify the ideal profile of the leaders in their area,and to understand how the leadership roles are changing for the future
• Use talent analytics to identify the competencies and behaviors that mostdifferentiate the best leaders from the average leaders
• Motivate the leaders to want to close the development gaps themselves
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Competency
Translate Competencies in Behaviors that
Facilitate Performance Evaluation
© 2016 The Corporate Executive Board Company. All Rights Reserved.
Dri
vin
g fo
r R
esu
lts
Rating 1 Rating 2 Rating 3 …Rating 5
Creates generic plans without timeframes, milestones, or deliverables
Does not monitor or measure progress against the plan
Develops specific plans but has difficulty accurately estimating timelines and resource needs and may not consistently communicate the plan to others
Inconsistently or infrequently checks progress against the project/work plan
Creates and communicates specific, detailed, and comprehensive plans, which may need revisions throughout the course of the project
Regularly monitors and measures progress against the project plan
Develops realistic short and long-term project/work plans with accurate forecasts of all potential restrictions
Puts systems or processes into place to continuously monitor and measure progress against the project plan; effectively communicates project plans to others, checking for understanding and commitment 15
Competency
Translate Competencies in Behaviors that
Facilitate Performance Evaluation (CONT)
© 2016 The Corporate Executive Board Company. All Rights Reserved.
Dri
vin
g fo
r R
esu
lts
Rating 1 Rating 2 Rating 3 …Rating 5
Does not attempt to identify obstacles and is often unsuccessful at resolving problems once they have occurred
Does not make effective use of available resources; occasionally wastes time, money, materials, and/or people’s productivity
May give up when confronted with obstacles or resistance
Occasionally has difficulty resolving unanticipated resource problems
Consistently checks in with team members to identify and resolve obstacles early on
Organizes and coordinates resources to ensure that the project meets its overall objective
Works across organizational boundaries to overcome obstacles
Anticipates changes in resource needs and organizes those resources accordingly to prevent delays or problems; gets more out of fewer resources
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© 2015 CEB. All rights reserved. LDR1360115SYN
CASE PROFILE: IBM’S LEVEL-SPECIFIC PERFORMANCE DESCRIPTIONS FOR PROBLEM-SOLVING COMPETENCE
Best-in-Class Competencies Are Anchored in Specific Behaviors
To help employees understand their competency model, organizations should provide a definition of each competency, as well as behavioral anchors linked to each (examples of what the competency would look like in action). Behavioral anchors serve two purposes: a) they better enable managers and employees to understand how the abstract competency translates into observable behaviors and b) they enable organizations to define baseline levels of competency required for specific roles and levels in the organization. Organizations may use a single competency model covering all levels of seniority for a given job family and use behavioral anchors to specify the level of competence mastery required for each seniority level. The following IBM and Alpha Company1 case profiles provide examples of competencies that are anchored in specific behaviors, with different performance levels illustrated.
Case Profile 3: IBM’s Level-Specific Performance Descriptions for Problem-Solving Competence
Creative Problem Solving: Sees patterns not obvious to others; breaks problems apart to prioritize; identifies multiple causes and effects
Needs Development: Breaks down problems into basic components to devise a solution ■ Thinks through contingencies and consequences of actions, identifying pros and cons of different solutions ■ Quickly identifies the issues that must be resolved, using cause-and-effect thinking to plan out next steps
Demonstrated Competence: Synthesizes information from multiple sources to identify opportunities and solve problems (e.g., to pinpoint the customer’s compelling reason to act)
■ Assembles multiple data points into a coherent whole to prioritize action ■ Identifies a trend in the marketplace and uses this insight to solve problems and identify opportunities
Strength: Redefines the problem by getting underneath the surface to gain insight into the underlying issue being faced ■ Quickly identifies the root of the problem or issue rather than being distracted by the details surrounding it ■ Demonstrates significant mental flexibility, moving quickly and easily among complex problems to move the opportunity forward
Extraordinary Strength: Brings multiple disparate factors (technical, pricing, negotiations, etc.) together in new and creative ways to structure an elegant business solution
■ Simplifies complex situations to create a unique vision of a solution that brings business value to the customer ■ Identifies options that others have not seen, finding fundamentally new and different opportunities (e.g., applications, ways to structure deals, market opportunities)
DERF 11-4266
Catalog # HRLC1554811SYN
Title Oct 2011 Competency Models
Source: IBM; CEB analysis.1 Pseudonym.
18
© 2015 CEB. All rights reserved. LDR1360115SYN
CASE PROFILE: COMPETENCY BLIND SPOT ANALYSIS (ALPHA COMPANY1)
Deplyoing Competency Models for Training and Development
Case Profile 8: Alpha Company Uses Performance Management Data to Identify Blind Spots
Situation: Multiple competency models do not provide a clear overview of skill gaps.
A review of performance management practices revealed that there were 16 different competency models in use at Alpha Company—making the identification of skill gaps across employee groups very difficult.
Action: Alpha Company uses data from its performance management system to identify skill gaps.
Following a redesign of its performance management processes, Alpha Company is able to generate blind spot competency reports that identify skill gaps for teams and departments. HR can then pinpoint the number of individuals in a team or department who do not meet the required level of competence for their positions and provide managers with a view of aggregate talent problems. The graphic below is a sample blind spot analysis report.
Sample Blind Spot Analysis Based on Pilot Data
Development Priorities
Specialist Generalist
Competencies L1 L2 L3 L4 L1 L2 L3 L4
Leadership 1
Planning and Prioritization 4 6 4 1
Efficiency 1 4 1 3
Influencing 6 5 5 5
Decision Making 1
Project Management 1 5 3 1 9
Selection and Assessment 4 8 6 3 7
How do we develop project management skills?
Meeting or Exceeding Profile Requirements
3 People Not Meeting Profile Requirements
Areas of Serious Concern
Blind spot analysis automatically highlights areas where individuals at different levels fail to meet performance expectations, including team-wide skill gaps.
Areas of Deficiency
...as well as the number of individuals not meeting their profile requirements.
Not Applicable to Profile
Problem Areas
Areas of Excellence
Blind spot analysis identifies where individuals at different levels meet or exceed their required competency performance levels...
Source: Alpha Company; CEB analysis.
1 Pseudonym.
DERF 11-4266
Catalog # HRLC1554811SYN
Title Oct 2011 Competency Models
19
© 2015 CEB. All rights reserved. LDR1360115SYN
GUIDELINES FOR CREATING COMPETENCY MODELSBest-in-class organizations apply competency models to all employees and align competency models with business needs.
Case Profile 10: TD Bank’s Strategy-Driven Competency Model Development
TD Bank Financial Group employs an iterative process for developing its leadership competency model. Using internal executive interviews, focus groups, and CEO review, TD Bank refines competency data from external sources to ensure its competency model reflects the unique organizational values and maps to its new strategic direction. In addition, TD Bank’s model provides leaders with clear performance expectations and serves as the overarching framework for its leadership development initiatives.
Benchmarking
Owner: L&D
Executive Interviews
Owner: L&D and HR Directors
Profile Development
Owner: Steering Committee
Focus Group Testing
Owner: Steering Committee
Final Review
Owner: CEO
Three Months Three Months One Year Three Months One Month
Expert opinion identified through a review of secondary literature, benchmarking, and input from external consultants
Steering committee consolidates, analyses, and discusses all collected information to identify and synthesize attributes that reflect the values and strategic direction of the organization.
Interviews conducted with 50 executives to ensure the leadership profile aligns with current and future needs of the organization
Steering committee pressure-tests the draft in cross-functional, executive focus groups; changes are then integrated into a final version of the leadership profile.
CEO reviews and edits the leadership profile to ensure that the attributes reflect the organization’s values and strategic direction.
Source: TD Bank; CEB analysis.
DERF 11-4266
Catalog # HRLC1554811SYN
Title Oct 2011 Competency Models
20
© 2013 The Corporate Executive Board Company. All Rights Reserved. RR6104513SYN
LEARNING MORE ABOUT THE THINGS THAT MATTER MOST
Novo Nordisk’s Competency-Based Interviewing Approach
Novo Nordisk reduces the number of competencies being assessed to the four most critical for each requisition and drives a more detailed discussion with candidates based on those competencies.
■ To avoid having to conduct wide-ranging conversations that cover the whole competency model, Novo Nordisk identifies and focuses on the competencies that have disproportionate impact on business results.
■ Interviewers use behavioral interviewing questions that show how a competency manifests itself in a candidate rather than simply whether or not he or she possesses the competency.
Streamlined Job-Specific Competency Model: Current Approach
All candidates for Job A to be assessed for:
■ Problem solving
■ Task execution
■ Results orientation
■ Communication
All candidates for Job B to be assessed for:
■ Problem solving
■ Innovation
■ Flexibility
■ Task execution
Solutions:
1. Prioritize competencies by how they drivebusiness results.
2. Identify how competencies manifest themselvesin candidates.
Challenges:
1. Too many competencies to assess for
2. Insufficient level of candidate informationregarding each competency
Organizational Competency Model:Prior Approach
All candidates to be assessed for:
■ Problem solving
■ Inquisitive nature
■ Innovation
■ Relationship building
■ Communication
■ Leadership
■ Resilience
■ Flexibility
■ Detail orientation
■ Supporting others
■ Task execution
■ Results orientation
■ Ethics and integrity
SITUATION OVERVIEW PRIORITIZED COMPETENCIES QUESTION COMPASS RESULTS
21
© 2013 The Corporate Executive Board Company. All Rights Reserved. RR6104513SYN
PRIORITIZE COMPETENCIES BY DEFINING HOW THEY DRIVE BUSINESS RESULTS
Novo Nordisk’s Competency Prioritization Exercise
To avoid conducting wide-ranging conversations covering the whole competency model, Novo Nordisk identifies and evaluates candidates on only the competencies that have disproportionate impact on business results.
■ Prior to needs definition, hiring managers identify the objectives for the role and the tasks required to meet those objectives.
■ Alternatively, they do this during needs definition with a recruiter’s support.
1. Set Objectives:Hiring managers set roleobjectives and prioritize thembased on alignment to businessstrategy and alignment withpeers’ objectives.
2. Define Tasks:Hiring managers define thetasks required to meet thoseobjectives (prioritizing thetasks if needed).
3. Prioritize Competencies:Recruiters and hiringmanagers select the fourcompetencies that bestreflect the tasks.
Objectives for Role
■ Identify new ways to cross-sell.
■ Align new product offerings with emerging customer needs.
■ Conduct market mapping.
■ Develop relationships with new customers.
■ Identify organization-wide development opportunities.
■ Share technical expertise.
■ Provide coaching on specific skill gaps.
■ Exceed last year’s sales by 7%.
■ Increase prospect pipeline by 10%.
■ Manage and develop team of six direct reports.
■ Win back at least two key accounts.
■ …
■ Problem solving
■ Task execution
■ Results orientation
■ Communication
Implementation Tip Store the competencies identified for each role to
help prompt discussions the next time the role needs to be filled.
SITUATION OVERVIEW PRIORITIZED COMPETENCIES QUESTION COMPASS RESULTS
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© 2013 The Corporate Executive Board Company. All Rights Reserved. LDR6574413SYN
drives for Results ■ Manages time effectively, delivers on commitments, and meets deadlines
■ Adjusts actions to respond to changing situations
drives innovation ■ Is prepared and willing to challenge the status quo
■ Identifies root-cause problems
dRivE AWARENESS By CLARiFyiNg KEy BEhAviORSTo make the concept tangible for leaders and to translate it into American Express’s context, L&d held interviews and focus groups with senior leaders to understand what differentiates the best leaders.
■ To get an unbiased definition of leadership from today’s current and rising senior leaders, the interviews did not explicitly ask about state of mind.
■ L&D then summarized and translated the leaders’ own words into a set of behaviors that characterized a “growth mindset.”
■ L&D then highlighted where in their current leadership competency model these key behaviors already existed to make it tangible for leaders.
Step 1: Interview Senior Leaders to Ask Them What Defines Leadership (Without Specifically Asking About Mindset)
Step 2: L&D Translates Interviews into Key Behaviors That Define a “Growth Mindset”a at American Express
interview QuestionsIllustrative
■ What does leadership need to look like in American Express now and in the future to ensure our sustained success and transformation?
■ Are there behaviors that you see in leaders today that will be less important in the future?
■ What should be unique and distinctive about leadership here in the future?
■ Welcome new ideas ■ Anticipate and act ■ Test and learn ■ Welcome new voices ■ Operate at the edge of our comfort zone ■ Gather input from across the organization ■ Welcome candid assessment ■ Encourage stretch goals ■ Embrace change
Step 3: Highlight Presence of Behaviors in Existing Leadership Frameworks
SITUATION OVERVIEW MAKE TANGIBLE MAKE ACTIONABLEREINFORCETHROUGH
DEVELOPMENTRESULTS
a “Growth mindset” is a term coined by Professor Carol Dweck from Stanford University.
Source: American Express; CEB analysis.
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© 2012 The Corporate Executive Board Company. All Rights Reserved. LDR3561512PRO
DERF 05-0654
Catalog # TD12WBPMT
Title
WHEN STRENGTHS BECOME WEAKNESSESDeere uses explicit key talent criteria to identify situations in which strengths become weaknesses.
■ Put simply, Deere believes that strong attributes of key talent employees can, when taken to an extreme, also represent common causes of leadership derailment.
– To ensure that this is addressed, Deere provides managers of key talent with specific “red-flag” indicators concerning negative behavioral tendencies sometimes associated with overused leadership attributes of key talent.
– Managers are then asked to indicate the extent to which any key talent employee reporting to them has exhibited these behavioral tendencies.
Criteria to Evaluate Key Talent Identifying Coaching Opportunities: Tendencies to Watch For
Rapid Mastery of Assignments
High performance among peers; masters new role assignments quickly; engages others effectively in new assignments; anticipates and readily meets deadlines
Performance
Dependability
Sensitivity to Culture
Team Building
Sensitivity to Others
Composure
Political Savvy
Decision Making
Strategic Thinking
Adapting to Differences
Learning Agility
Learns faster than peers; keeps abreast of functional/technological trends; shows curiosity outside of normal scope; actively pursues learning, self-study, interaction with role models and networking
Initiative
Shifts priorities, adapts roles, takes on new “higher value” work; champions change, proposes new ideas, takes risks, suggests and pursues improvements in processes and practices; builds alliances across the organization and externally
Emotional Maturity
Shows humility, self-awareness, and sensitivity to others; shares credit with peers and subordinates; builds mutually supportive relationships with peers; puts things into perspective; seeks balance; makes prudent, independent judgments
Initiative: Coaching Opportunities
Political Savvy Displays Tendency?
Can sometimes state own position, not taking into account the backgrounds, knowledge, and interests of others involved; needs to do more pre-selling of new ideas; may at times show a lack of respect for sensitive information in the change-management process
Yes
No
Decision Making Displays Tendency?
May experience difficulty making tough decisions; may take too long or overanalyze; may defer too quickly in the face of opposition when right
Yes
No
Learning Agility: Coaching Opportunities
Strategic Thinking Displays Tendency?
Can overmanage people; sometimes gets too far into the details beyond what is warranted for the situation; has trouble stepping back to understand the big picture
Yes
No
Adapting to Differences Displays Tendency?
Can get wedded to one idea and be reluctant to consider other views; sometimes has difficulty differentiating which ideas to spend the most time on
Yes
No