First Time Leaders:
The Arrival of the Unprepared
by: Tacy M. Byham, Ph.D.
SVP Leadership Development, DDI
The Talent Management Expert
Our Experience
2
leaders developed each year
using DDI’s learning systems
senior executive promotion
and placement decisions
made every year using DDI’s
assessment process
hiring decisions made every
hour using DDI’s behavioral
interviewing, testing, and
assessment systems
facilitators/instructors certified to
deliver DDI training
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Government Experience
•
•
•
•
•
•
•
•
•
•
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Central Intelligence Agency
City of North Las Vegas
Defense Acquisition University
Defense Contract Audit Agency
Department of Families
Department of Homeland
Security
Department of Sport and
Recreation
Family Independence Agency
Mecklenburg County
Michigan Department of Human
Services
• Native American Management
Services, Inc.
• Office of the Civil Service
Commission
• State of Michigan
• State of New Mexico
• State of North Carolina
• State of Tennessee
• State of Virginia
• US Air Force
• US Postal Service
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Statement 1
As an organization, our
success in the next five
years depends upon our
ability to . . .
5
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Statement 2
Therefore, I need leaders
who can . . .
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The Conference Board’s
2013 Global CEO Challenges
1. Human Capital – Strategies
Grow talentExcellence
internally
2. •Operational
Provide employee
3. •Innovation
training and
4. Customer Relationships
development
5. Global Political/
• Raise employee
Economic
Risk
engagement
Source: The Conference Board, 2013
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Strategic
Operational
People Leader
Individual Contributor
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Strategic
Operational
People Leader
Individual Contributor
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8
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Loss of
team member
engagement
Impact:
Leadership
Talent
Constraints
69%
Loss of
productivity
65%
Leader left
organization
59%
Team members
left organization
57%
Loss of leader
engagement
40%
26%
Loss of profit
Percentage Reporting
Source: HR.com/DDI
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$50 billion USD
UP
14%
Four independent studies
13,000 leaders
2,300 HR professionals
2,000 global organizations
+
Objective assessment
data across
1,200 frontline leaders
LEADERS SAY:
%
“I possessed the leadership skills
I needed when I first became a manager.”
Source: First Rung Study, DDI 2010
17
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THEY ALSO SAY:
Effective
at using
interpersonal
skills
59%
Interpersonal skills
Building/maintaining
networks
& partnerships
51%
Coaching &
developing others
50%
Percentage rating highly or very highly effective
Source: GLF, DDI 2011
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HR SAYS:
Reasons
leaders fail
56%
Interpersonal skills
Building/maintaining
networks
& partnerships
Coaching &
developing others
15%
4%
Source: HR.com/DDI, 2012
19
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EMPLOYEES SAY:
%
42
Never
handle
conflict
%
35
%
43
Not listening
to their
concerns
No rationale
for their
decisions
Source: Lessons for Leaders, DDI 2012
20
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LEADERS SAY:
87%
They are solid
65%
or excellent
managers
1%
12%
Poor
Fair
22%
Good
Rate your overall leadership skills
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Excellent
Source: First Rung Study, DDI 2010
EMPLOYEES SAY:
employees feel
their supervisor
is ineffective
Source: Lessons for Leaders, DDI 2012
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Sketch Your Leadership Experience
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See the Employee Experience
Pair up with someone NOT
from your organization:
Show and…
25
…explain
your sketch.
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“There’s a way to do it
better — find it.”
Thomas Edison
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Unlocking Effective Leadership:
INTERACTION ESSENTIALS
%
43
%
50
43%
Creating
Innovation
Interaction Essentials
Managing
Change
Developing
Talent
40%
%
43
Coaching
Executing
Strategy
28
Source: GLF, DDI 2011
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IQ vs. EQ
85%
66%
33%
15%
Jobs—All Kinds
IQ and Technical Skills
Jobs—Leadership
EQ
Source: Emotional Intelligence:
Why It Can Matter More Than IQ,
by Daniel Goleman (2006)
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Interaction Essentials
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What makes a leader
“BEST–EVER”
1. Recognized me appropriately
2. Supported me without taking over
3. Involved me in decisions
4. Listened to me
5. Took time to explain rationale for decisions
6. Took care to maintain my self‐esteem
Source: Lessons for Leaders, DDI 2012
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Leaders’ Ineffectiveness in Critical Skills
Operating
on flawed
or unresolved
assumptions
%
Source: MR/DDI
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Leaders’ Ineffectiveness in Critical Skills
Relying on
their own ideas
%
Source: MR/DDI
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Leaders’ Ineffectiveness in Critical Skills
Not listening
and responding
to cues
%
Source: MR/DDI
35
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Leaders’ Ineffectiveness in Critical Skills
No clarity
around next steps
%
Source: MR/DDI
36
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Leaders’ Ineffectiveness in Critical Skills
Building trust
in interactions
%
Source: MR/DDI
37
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EMPLOYEES SAY:
Ask for your ideas about solving problems
49%
Solve problems without solving them for you
47%
Give you sufficient feedback on your performance
45%
Ask questions to ensure he/she understands
what you are saying
41%
Adequately recognize your efforts/contributions
40%
Handle work conversations efficiently
36%
Source: Lessons for Leaders, DDI 2012
38
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LEADERSHIP AS PROFESSION:
Passion + Practice
40
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First Time Leaders:
Where’s the passion?
40%
45%
40%
35%
30%
28%
26%
25%
20%
15%
10%
5%
0%
First-level
Mid-level
First‐level
Mid‐level
Senior-level
Senior‐level
Source: GLF, DDI 2011
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“I think you need to work at being a leader.
I don’t buy they are born.
To me, leadership is a craft.
I have to work at it.”
Doug Conant
Former CEO
Campbell’s Soup
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“Experts are always
made, not born”
“2 to 4 hours a day”
– K. Anders Ericsson
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Timely and
Informative
Feedback
Passion
Deliberate
Practice
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Spaced “Impressions”
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Informal Learning—
Activities/Tools
Before, During, and After formal development:
 Check-ins
 Executive speakers
 Self-assessments
 Peer learning groups
 Feedback surveys
 Accountability partner
 On-the-job assignments
 Manager meetings
 Simulations & games
 Social media
 New content areas
 Mobile support
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Effectiveness of
Development Methods
Formal classroom
• Coaching
fromtraining
your manager
Special projects orwith
assignments
• Coaching
external coaches
Coaching from with
your manager
• Coaching
internal coaches
• Formal
Move to classroom
a different position training
• Move
different
Coaching to
with a
internal
coaches position
• SpecialWeb-based
projects
or assignments
learning
• Virtual classroom
Coaching with external coaches
• Web-based training
Virtual classroom
Source: GLF, DDI 2011
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Organizations that
have effective
programs use
32%
more methods.
HR
SELECTION:
Start Off On the Right Foot
The one interview question you
should be asking…
• “If you were a pizza deliveryman how
would you benefit from scissors?’’
• “If you were a box of cereal, what would
you be and why?”
• “Do you believe in Big Foot?”
• “How many square feet of pizza is eaten in
the US each year?”
(2014)
50
50
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Selection Tools and Reported
Bench Strength
Simulations
Tests
29%
11%
41%
18%
61%
Interviews
53%
Weak Bench
Strong Bench
Source: Better Than Average, DDI 2013
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ONLY 1 IN 3
organizations use validated tools to make
leadership selection decisions
Source: GLF, DDI 2011
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The Complete Success Profile
What People
KNOW
What People
CAN DO
Technical and/or
professional information
needed to successfully
perform job activities
A cluster of behaviors
performed on a job
Who People
ARE
What People
HAVE DONE
Personal dispositions
and motivations that
relate to job
satisfaction, job
success or failure
Educational and work
achievements needed to
successfully perform job
activities
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Dimensions
Int’l,
Inc.,
1970-2011.
Allrights
rightsreserved.
reserved.
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Dimensions
Int’l,
Inc.,
MMXIV. All
The Complete Success Profile
What I KNOW
What I CAN DO
• Technical skills
(dependent on job)
• Building a Team
• Coaching
• Communication
• Decision Making
• Planning & Organizing
• Influence
What I HAVE DONE
Who I AM
• Adaptability
• Initiative
• Innovation
• Motivation
• Basic Qualifications
• Work
Accomplishments
• Skills
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Dimensions
Int’l,
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1970-2011.
Allrights
rightsreserved.
reserved.
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Interviewing Best Practices
Interviewer
Training
#3
Legal Considerations
#4
55
Evaluation & Data Integration
#1
Skill Practice
Motivational Fit
Candidate Experience
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#2
4 Keys to Strategic Talent Aquisition
1. Strategic Competency Management:
Know what is needed for success
2. Pre-Employment Testing: Put
Candidates to the Test
3. Interviewing: Take the Guesswork Out
4. On-Boarding: One-Size-Fits-All Won’t Fit
or Stick
- 25% of hiring managers use hiring process
data to inform new hires’ development
56
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Work in Small Groups
Sprint 1 – All About the Leader & Framing
Workshop Journal pages 3 & 4
Sprint 2 – Get Creative!
Workshop Journal pages 5 ,6 & 7
57
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THE BOTTOM LINE
Effectiveness of Frontline
Leaders’ Development
57%
Superior Financial
Performance
79%
50%
Better Productivity
77%
30%
Employee
Engagement
69%
33%
Overall Leadership
Quality
76%
LOW
59
HIGH
Source: GLF, DDI 2011
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Motivated to Give My Best
98%
11%
Worst Manager
60
Source:
Lessons for Leaders,
DDI 2012
Best Manager
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Thank You!
64
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