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Welcome to Identifying Executive Leadership
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Put Your Talent In the Driver’s Seat
– Building Leadership to Fuel Your
Succession Strategy
June 2015
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© Development Dimensions Int’l, Inc., 2015. All rights reserved.
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Put Your Talent In the Driver’s Seat
Your Talent
In the Driver’s
Seat
–
–Put
Building
Leadership
to Fuel
Your
Building
Leadership
to Fuel Your
Succession
Strategy
Succession Strategy
June 2015
Presented by:
John DeSantis, Executive Consultant
Development Dimensions International (DDI)
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
GOOD
GREAT
We have management’s
support and involvement.
Our senior management team has
become competitive about
making Acceleration happen.
We have a good competency
model in use organizationwide.
The practical business relevance
and precision of our leadership
model makes it invaluable to our
leaders.
We have an annual talent
review process and our
executives are very engaged
in it.
We use assessment for key
roles and high risk
scenarios.
We have a wide array of
learning courses and options
available for our leaders.
We hold our leaders
accountable for fulfilling their
roles in the process.
We teach our leaders how to be
shrewd and accurate in reviewing
talent and identifying potential.
We have a nearly-unhealthy
addiction to objective talent data
and feedback.
We ignite the application and
practice of the leadership
approaches our business needs.
We aggressively manufacture
positive growth tension.
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Want More Ready Leaders Faster?
Link Talent Identification And Development To Your Business Strategy
Ready
Leaders
Strategy
Business Context
What is changing in your target markets & with your competitive
landscape?
How will your organization grow and succeed?
What are your strategic priorities for the next 3-5 years?
What is changing in the strategy?
How will people describe the culture?
What kind of organization will you be?
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Talent Implications (Demand)
What kinds of leaders will be needed?
What capabilities will be required?
What quantity of supply will you
need?
– At what levels?
– Where? (division, function, geography)
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Business Drivers…
. . . represent those challenges
that leaders must
conquer in order to successfully
execute the strategic and cultural
priorities of the organization.
1. Clearly understand your top 34 business strategies &
associated critical leadership
skills
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Create Innovative
Products
Cultivate a Customer/
Consumer Focused
Culture
Drive Operational
Excellence
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Top Business
Priorities Or
Strategies
Most Critical Competencies
Driving Innovation
Create Innovative
Products
Business Savvy
Execution
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Create Innovative
Products
Cultivate a Customer/
Consumer Focused
Culture
Drive Operational
Excellence
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
What are
they ready to
do?
A Holistic View of Success
WHAT PEOPLE
WHAT PEOPLE
KNOW
CAN DO
A cluster of behaviors
performed on a job
Technical and/or
professional information
needed to perform job
activities successfully
WHAT PEOPLE
WHO PEOPLE
HAVE DONE
ARE
Personal dispositions
and motivations that
relate to job satisfaction,
job success or failure
Educational and work
achievements needed
to perform job activities
successfully
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Talent Capacity (Supply)
What is your inventory of talent?
How healthy is the pipeline?
Will you have “Ready-Now” leaders?
If not, what will it take to get there?
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Our Destination – Critical Outcomes:
• Ample supply of ready-now leaders
across the pipeline
• Leaders who can successfully drive
our strategy to fruition amidst a
complex and rapidly changing world
• Speed and responsiveness in
staffing critical roles
• Leaders who are aligned with our
values, who can engage our
workforce
• Development energy - an agile
learning organization and culture of
development
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Identify
Why Measure Leadership Potential?
Building a long-term supply of leadership
capability is critical to leadership continuity,
continued growth, and preserving the
organization’s culture
Robust assessment of all leaders and/or
accelerated development everyone is not practical
or cost effective.
Leadership motivation and growth potential
cannot be trained – current performance is not
predictive enough.
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Identifying Potential – Common
Problems

Focus on current performance – not factors
that indicate potential

Inconsistent criteria, no calibration

Nominator confidence/variability

Identification without subsequent
assessment and development followthrough
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Identifying Top Talent
Performance
Potential
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Identifying Top Talent
Future
Past
Performance
Potential
An individual’s success in
executing the objectives and
competencies required in his/her
current role or prior roles
The likelihood that an individual
can and will grow into a successful
leader at one or more levels above
his/her current position, or into a
role with significantly expanded
leadership responsibilities.
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Performance-Potential-Readiness
Definition
How it’s measured
Performance
How one is performing
now in current role
Performance Management
Potential
One’s likelihood
of leadership growth
Inventory of potential
+
management integration
One’s fit with a specific
role, job or job family
Role-specific assessment
methods such as
interviews, simulations
and tests
Readiness
Leadership Potential Factors
Leadership
Promise
Balance of Values
and Results
Personal
Development
Orientation
Mastery of
Complexity.
Identifying Potential Best Practices
Establish the business context
Engage and communicate with nominators
Identify the right raters/nominees
Calibrate raters
Facilitate consensus/nomination
Invite high-potentials with clear expectations
Follow up w/ assmt of high potentials against competencies & biz drivers
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Assess
25
© Development Dimensions Int’l, Inc., MMXII. All rights reserved.
Why Assess?
Identify (Identifying Potential):
•
We believe this group has what it takes to develop and
eventually take on the next-level or higher-level roles
•
BUT, we need to know more about their capabilities and
readiness  Assess per success profile/business drivers
Assessment Provides:
•
A diagnosis of readiness against the success profile of a
targeted (future) role/level
•
Allows for optimal decisions regarding development priorities,
plans, and assignments
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Readiness: The degree to
which an individual
possesses the capabilities
to successfully take on the
business challenges of a
specific role or role
family
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Common Assessment Approaches
360-Based
Assessments
Interview-Based
Assessments
General Insights
Best for Lower-Risk Scenarios
SimulationBased
(Acceleration
Centers)
More In-Depth Insights
Best for Higher-Risk Scenarios
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Three Types of Assessment Decisions
Higher Risk
Should the individual be selected into a
new, higher-level role? Will he/she be
successful if assigned immediately?
What is the individual’s degree of
readiness for the next transition? How
much development is necessary before
he/she is ready to advance?
What types of development experiences
(rotation, assignments, training,
coaching, etc.) will have the greatest
impact on individual leadership growth?
Lower Risk
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Strategic Talent Review
• Facilitated review and integration of individual and
group data with top senior leaders
• Integration of holistic behavioral data with personal
attributes
• Discuss deployment options
• Development recommendations made
• Accountability for development assigned and followup plans established
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Readiness to Execute Strategies
Create Innovative Products
Ready Now
Ready with
Development
Not Ready
Cultivate Customer Focused
Culture
Drive Operational
Excellence
0%
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
50%
100%
Develop
Development Philosophy: Merge Individual
Needs with Role and Business Priorities
Key business
priorities,
including short
and long-term
imperatives
Impact of
individual
performance
patterns and
personal
attributes on
ability to execute
within role and
beyond
Immediate actions to
maximize both
business
contribution and
personal leadership
growth
BUSINESS
Development
Priorities
SELF
ROLE
Relationship of
participant’s role
to business
performance
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Individualized
Development
Development
Path
Development
Execution
Planning
Personalized
Feedback
Assess
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
ARE YOU FINDING BLACK HOLES IN YOUR
LEADERSHIP DEVELOPMENT PATH?
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Catapult more leaders further into their
development
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Section Break
Questions?
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© Development Dimensions Int’l, Inc., 2015. All rights reserved.