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Your best investment … identifying, developing and retaining future leaders
Dr Richard Plenty
Managing Director This Is ...
Tuesday 16th April 2013
Back to Basics Seminar
Talent management and Engagement
Espoo, Finland
Setting the scene ...
Organisations face environment of complexity, challenge, competition They need to be consistent, focused, efficient to survive
They need the right people of the right quality to do this but there areo tougher challengeso changing demographicso lean organisationso ineffective development o insufficient investment
The need to manage change coherently, rapidly and flexibly requires leadership capacity and capability at all levelso Changing strategic direction o Unexpected crises o Doing things differently
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So what can be done to build leadership?
How to identify
How to develop
How to retain
“I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed" Margaret J. Wheatley
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How to identify
How to develop
How to retain
Good performersStarting point is good performance
But good technical people don’t always make good managers
Potential is important as well as performance
Ability to see the big picture Sense of perspective, see wood for trees, see
consequences Strategic thinking, spotting patterns and linkages Vision, energy and ambition
with a broad view
People who can manage themselves and others
Personal Leadership Lead by example Take personal accountability for delivering on promises
Building and sustaining relationships Build networks, relationships and partnerships Importance of empathy
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The actual qualities required for leadership
More widespread than we tend to assume Bright enough Conscientious Emotional stability
And also Wanting to make a difference The confidence to have a go The support to develop the necessary skills The experience to be effective
IQ +++N - - -E + / -O ++A - -C +++
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The self confident The bold The strategic The ambitious The astute The vigilant The persistent The articulate
But who becomes a leader in practice?Some personalities seem to do better than others …
Source: Prof Adrian Furnham
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As do those who went to the right school!Prime Minister
David Cameron
Eton
Chancellor of Exchequer
George Osborne
Eton
Mayor of London
Boris Johnson
Eton
Archbishop of Canterbury
Justin Welby
Eton
Organisations should cast the net widely …
Look for people who want to make a difference To do a job which is meaningful, challenging, worthwhile To have a degree of autonomy
Look for those who - compared with ‘average’ employees Have more need for challenging assignments and targets
less need for constant supervision, detailed direction, ‘mollycoddling’
Are more adaptable and flexible less willing to undertake boring predictable and routine work
Are more able to cope with hardships, difficult situations and people less tolerant of organisational and managerial incompetence
Are more focused on opportunities to develop themselves less likely to stay if not noticed, not properly rewarded or not getting developmentContinually look for emerging talent within the organisation
Big Picture Competencies•Thinking strategically•Maximising business opportunities•Developing a high performance culture
Relationship Competencies•Building networks and alliances•Communicating effectively•Leading others
Self Competencies •Showing personal leadership•Managing work
And look for people with the potential to develop leadership competencies
Source: This Is …
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How to identify
How to develop
How to retain
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Developing leaders... Practice makes perfect
Planned experience Opportunity is crucial Progressively challenging roles Leadership best learnt through practice
Structured support Don’t just leave to sink or swim Improve self awareness Value of coaching and mentoring Formal training to build on experience
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Practice makes perfect: 2007 Czech Junior Hockey TeamNumber Player BirthDate Position
1 David Kveton Jan 3 1988 Forward2 Jiri Suchy Jan 3 1988 Defense3 Michael Kolarz Jan 12 1987 Defense4 Jakub Vojta Feb 8 1987 Defense5 Jakub Kindl Feb 10 1987 Forward6 Michael Frolik Feb 17 1989 Forward7 Martin Hanzal Feb 20 1987 Forward8 Tomas Svoboda Feb 24 1987 Forward9 Jakub Cerny Mar 5 1987 Forward
10 Tomas Kudelka Mar 10 1987 Defense11 Jaroslav Barton Mar 26 1987 Defense12 H.O.Pozivil Apr 22 1987 Defense13 Daniel Rakos May 25 1987 Forward14 David Kuchedja Jun 12 1987 Forward15 Vladimir Sobotka Jul 2 1987 Forward16 Jakub Kovar Jul19 1988 Netminder17 Lukas Vantuch Jul 20 1987 Forward18 Jakub Voarcek Aug 15 1989 Forward19 Tomas Pospisil Aug 25 1987 Forward20 Ondrej Pavelec Aug 31 1987 Netminder21 Tomas Kana Nov 29 1987 Forward22 Michael Repik Dec 31 1988 Forward
Source: Malcolm Gladwell
Practice makes perfect: Impact of selection, streaming and differentiated experience
Individual A
Individual B
Challenge 1
Challenge 2
Challenge 3
Initial Streaming
More opportunitiesMore experienceMore intensity Better colleaguesTougher challengesHigher expectations More competition More coaching‘10000 hours’
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Practice makes perfect: 2007 Czech Junior Football Team
Number Player Birthdate Position
1 Marcel Gecov Jan 1 1988 MF
2 Ludek Frydrych Jan 3 1987 GK
3 Petr Janda Jan 5 1987 MF
4 Jakub Dohnalek Jan 12 1988 DF
5 Jakub Mares Jan 26 1987 MF
6 Michal Held Jan 27 1987 DF
7 Merek Strestik Feb 1 1987 FW
8 Jiri Valenta Feb 14 1988 MF
9 Jan Simunek Feb 20 1987 DF
10 Tomas Oklestek Feb 21 1987 DF
11 Lubas Kalouda Feb 21 1987 MF
12 Radek Petr Feb 24 1987 GK
13 Ondrej Mazuch Mar 15 1987 DF
14 Ondrej Kudela Mar 26 1987 MF
15 Marek Suchy Mar 29 1988 DF
16 Martin Fenin Apr 16 1987 FW
17 Tomas Pekhart May 26 1989 FW
18 Lukas Kuban Jun 22 1987 DF
19 Tomas Cihlar Jun 24 1987 DF
20 Tomas Frystak Aug 18 1987 GK
21 Tomas Micola Sep 26 1988 MF
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Practice makes perfect: DAA Change Network Major change programme 2005-2012
Little leadership bench strength People ‘languishing’ in technical jobs Change network 25-40 members Most middle level of the organisation Opportunity to develop leadership skills
Support given Sponsored by CEO Developed soft as well as hard skills Clear strategic relevant assignments Individual coaching and support Structured formal development
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DAA Change network outcomes …Individual Development
Leadership bench strength greatly increased 3 members have become Directors
Organisation Development Organisation cultural benchmark up 27 percentile points Passenger satisfaction greatly improved
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How to identify
How to develop
How to retain
Build a high performance culture - a combination of leadership, performance ethos & commitment!
Source: Corporate Spirit
PerformanceEthos
Leadership Commitment
PEOPLE
MANAGEMENT
STRATEGIC LEADERSHIP
EFFICIENCY
ORGANISATION CULTURE
DEPARTMENT
COMPANY
TEAM WORK
EMPLOYER IMAGE
EMPOWERMENT PREREQUISITESOWN WORK JOB MOTIVATION
Retaining leaders: build a high performance and engaging culture
Clearly communicate vision and values Promote a high performance ethos Provide challenging assignments Give overview of career path options Ensure potential leaders feel valued Give honest feedback on performance Recognise good performance by career progression Be prepared to release people if it doesn’t work out
Provides a good case study
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In summary
• Leadership at all levels is critical for success• Invest in building leadership capability and capacity
– Cast the net widely– Provide people with challenging opportunities – Give them structured support – Build a high performance organisation culture
You will get immediate results AND
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… ensure in the long run you will not face problems with leadership succession!
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Thank you
Any Questions?
