RHR INTERNATIONAL Downtown Denver Leadership Program HELPING TO GROW THE NEXT GENERATION OF...

RHR INTERNATIONAL

Downtown Denver Leadership Program

HELPING TO GROW THE NEXT GENERATION OF ENTERPRISE LEADERS

Shane D. Stowell, Psy.D. - [email protected] - (801) 822-1866 February 2015

mailto:[email protected]

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Welcome

Who is this guy?

Who is RHR?

SHANE D. STOWELL, Psy.D. February, 2015

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Activity

Take (5) minutes to organize yourselves into groups of (8) where you all have something in common.

The catch is:You can’t speak to each other as you form the group and you must all understand why you are a part of that group!


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Why are we all here?

More importantly to you personally . . .

Why am I here? What do I want to get out of this program? What do I want to do to help others gain

something meaningful during the next (10) months?

What am I afraid others will find out about me and my leadership over the next (10) months?

Take a few minutes and answer the above questions on a piece of paper . . . .


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Share your insights with your table!

Insight + Vulnerability = Growth


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po•ten•tial

Adjective1. Possible, as opposed to actual2. Capable of becoming

Noun3. A latent excellence or ability that

may or may not be developed


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Why do High Potentials matter?


High potentials plan to change jobs in the next 12 months.

1 in 4of HiPos are "engaged"

< ½ Of HR execs say their business does not have a strong bench

82%Of High Performers are also considered High Potentials

20%Baby Boomers turn 65 every day

10,000Of high potentials are unsuccessful in their next role.

CCL

40%HR Execs report they have a Strong HiPo Program

1 in 6

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Is Potential enough?

If not . . . . then what else is it?


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Why Readiness for Scale™?

Critical Pivot

Point


Performance

Focused

Essential

Behaviors

Scale vs.

PotentialMultiple

Inputs

Targeted at that

critical pivot point

when many leaders

fail to make required

shifts in their

leadership.

Focuses on future

performance in

addition to future

growth.

Grounded in the

essential few

behaviors that

differentiate

leadership in roles

with wider enterprise

responsibility.

Determines whether

someone is ready for

scaled leadership

rather than whether

they “have potential.”

Does not rely solely

on self-report;

Instead combines

targeted instruments

with professional

judgment through

structured interview.

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What Level?


Role-specific

RHR's Winning

Formula™

Assessments

• C-Suite

• C-1/C-2

• Officers

• GM/VP

At the top of organizations

we focus on who can

succeed in which roles.

Scaling to Senior

Leadership

RHR's Readiness for

Scale™ Assessment

• Director Level

• Cross-Functional

• Multi-Unit

In the middle we answer the

question of which leaders can

make the critical transition to

scaled leadership.

General

Leadership Skills

• Managers

• Team Leaders

• Individual

Contributor

Early development focuses

on developing a generic set

of leadership skills and

sharpening technical ability.

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11SHANE D. STOWELL, Psy.D. February, 2015

“CEOs on their way to becoming spectacularly unsuccessful accelerate their company’s decline by reverting to…the things that made them successful in the past.”SYDNEY FINKELSTEIN, DARTMOUTH

Readiness for Scale™

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Defining High Potential

While HiPos are defined by their ability to “do more”, they are typically

assessed based on how they will grow, not what they can deliver.


Traditional High Potential Models

• How will they grow?

• Are they motivated to do more?

• Do they have enough intellect to learn quickly?

• Are they agile and adaptable?

What this misses: Growth towards what?

• Can they balance short-term focus with a future growth-

oriented model?

• How capable are they of integrating complex, often

competing inputs?

• Can they inspire action from afar with minimal face-to-

face interaction?

• Do they have the courage and confidence to make the

tough trade-off decisions?

• Can they transition from doing to leading?

– +

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Leading Business

Seeing the Whole

Making Systems

Decisions

Leading the Future

Translating the

broader landscape

(enterprise, market,

industry, regulatory,

customer) into

behaviors and

actions that will

drive enterprise

objectives.

Moving to decisions

in the face of

enterprise-level risk,

competing priorities,

limited resources,

and diverse

stakeholders.

Balancing the need

to build confidence

and drive outcomes

in the near-term,

while building

momentum and

capability for the

long-term.

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Leading People

Driving clarity and

alignment among

all constituent

groups across the

enterprise.

Delivering

compelling

messages that

galvanize people

and move

stakeholders to

action.

Boldly setting the

tone from the top

that shapes

decisions, behaviors,

and interactions

throughout the

enterprise.

Focusing the

Enterprise

Influencing with Power

Creating Shared Values

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Leading Self

Reasoningwith Agility

Thriving in High

Stakes

Knowing Yourself

Connecting ideas

and information in a

flexible and fluid

manner, learning

and integrating new

information in

ever-changing

circumstances.

Sustainably

performing with

stamina and

consistency under

intense pressure and

pace.

Understanding and

appreciating

implications of

leadership style

amidst broadening

power and influence.

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Our Model


Leading Business

• Leading the Future

• Making Systems Decisions

• Seeing the Whole

Leading People

• Focusing the Enterprise

• Influencing with Power

• Creating Shared Values

Leading Self

• Reasoning with Agility

• Thriving in High Stakes

• Knowing Yourself

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RFS™ Development Experiences

The purpose of development in the high

potential population is not to teach general

leadership skills or address individual coaching

needs. It is to increase the likelihood of a

leader’s ability to operate at scale. The

development work should be targeted at the 9

core areas of scale, supported by an awareness

of each leaders’ potential derailers.


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Development Planning?

What does this all mean?

What do I pay attention to personally?

How do I leverage my strengths and still push myself to grow in areas of opportunity without getting discouraged?


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Simple Development Plan Layout

Strengths:

• +++

• +++

• +++

Development Opportunities:

• xxx

• xxx

• xxx

Practice and Experiences needed:

• ===

• ===

• ===


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Downtown Denver Leadership Program Session 2

• Lingering thoughts or questions from last Session?

• Real World Business Leadership Problem?

• Group’s Thoughts on Development Planning?


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Motivation

RSA Animate: Drive the Surprising Truth about what Motivates US

READINESS FOR SCALE December, 2014

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Leadership?

“What is it that makes a person a leader? Some would say it’s charisma, and you either have it or you don’t. Many leaders . . . couldn’t be described as particularly charismatic but nevertheless manage to inspire an enviable trust and loyalty among their followers. Through their abilities to get people on their side, they make changes in the culture of their organization and make their visions of the future real. How do they do it?”

Managing People Is Like Herding Cats:

Warren Bennis, 1997, p. 107


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Examples of Good Leaders

What are some of your favorite examples of good Leaders?

• Business

• Personal

• Media

• Favorite story

READINESS FOR SCALE December, 2014

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Defining Moment Exercise

Think of an experience that has powerfully contributed to your development as a person.

• What were the features of the experience that gave it impact? (who, what, where, when?)

• What were the critical features about yourself that gave it impact?


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Good Professional Development

Seeks to answer the question:

• What do I need to develop towards in order to help my industry, company, or division be successful?

I must first know where we are headed to see what strengths I can leverage now and what areas I must pay attention to in order to be more valuable.


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Start with the end . . .

Role Imperatives (Outcomes)

• What are the 3 things that I have to accomplish as a leader to be successful moving forward?

Essential Leadership Behaviors (Strategies)

• What are the five areas I need to attune my behavior towards in order to accomplish the Role Imperatives?


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Good Development Plans

• Are Fluid, Simple, and Honest.

• Contain Key Leadership Strengths:

• Prioritize the top 3.

• Identify Personal Development Opportunities:

• Identify 2-3 things you need to do differently

• Are actionable, focused, and contain a measureable outcome

• What actions do you need to take?

• What experiences do you need in order to practice the skill?

• What is the timeline?

• Involve others to hold you accountable

• Who should I involve to help me check progress?

• Who are the key stakeholders who can help me succeed?


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Simple Development Plan Layout

Strengths:

• +++

• +++

• +++

Development Opportunities:

• xxx

• xxx

• xxx

Practice and Experiences needed:

• ===

• ===

• ===


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RHR INTERNATIONAL Downtown Denver Leadership Program HELPING TO GROW THE NEXT GENERATION OF...

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