Ready-Now Leaders:
Meeting Tomorrow’s Business Challenges
Global Leadership Forecast 2014|2015
Jo Lane, Senior Consultant
The 22nd Annual Hotel General Managers Conference
20th January 2015
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© Development Dimensions Int’l, Inc., MMXIV. All rights reserved.
The Conference Board CEO Challenges
Percent of Leaders Considering Themselves Very Prepared
Quality of Leadership
Leader Rating
HR Rating
37%
2009
38%
2011
25%
2011
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40%
2014
25%
2014
Critical Positions That Can Be Immediately Filled
46%
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There’s a
Difference
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Performance
How one is performing
now in current role
Potential
One’s likelihood of
leadership growth
Readiness
One’s fit with a specific
role, job or job family
A Holistic View of Success
WHAT PEOPLE
WHAT PEOPLE
KNOW
Technical and/or
professional
information needed
to successfully
perform job activities
WHAT PEOPLE
HAVE DONE
Educational and
work achievements
needed
to successfully
perform job activities
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CAN DO
A cluster of
behaviours performed
on a job
SM
WHO PEOPLE
ARE
Personal dispositions
and motivations that
relate to job
satisfaction, job
success or failure
SOFT SKILLS EQUAL HARD IMPACT
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What makes a leader
“BEST–EVER”
1. Recognised 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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Time Spent Interacting vs. Managing
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Preferred Time Interacting vs. Managing
#
WHAT NOW
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What Organisations Value
#
WHAT NOW
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How Leaders Develop
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Myth Meets Reality
70 : 20 : 10
On-the-Job
Learning
Learning
from Others
Formal
Learning
(developmental
assignments, special
projects, task forces)
(coaching by
managers/mentors,
shadowing others,
networking)
(training courses,
books/articles,
diagnostic
assessments)
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Leadership Development Mix
?
SO WHAT
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Learning Journey
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Organisations Using
Learning Journeys Are:
Top 20%
Bottom 20%
2.5x
3.4X
2.9X
?
SO WHAT
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THE {new} ROLE OF HR
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What Role Does HR Play?
Reactor 22%
• Develops and
administrates policy
• Ensures compliance
• Source of HR expertise
when asked
Partner 60%
• Embedded in business
• Resolves talent issues
• Supports rollout of talent
management initiatives
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HR
Anticipator 18%
• Align talent capabilities
with business strategy
• End-to-end talent
management architecture
• Interpret talent trends and
translate into opportunities
Talent + Strategy Boosts
Financial Performance
Top
20%
Bottom 20%
6.2x
?
SO WHAT
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What Happens When You Get It Right?
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Outcomes That Count
Leader engagement and retention
Effectiveness of leadership
development programs
Current quality,
future bench strength
Composite financials: profitability,
earnings per share, 5-year rate of return
to investors, and stockholder equity
?
SO WHAT
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Financial Impact
+
6x
8.8x
7.4x
2011
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2014 ?
SO WHAT
Financial Impact
+
6x
8.8x
9x
7.4x
2011
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2014
Join the
GLF
CONVERSATION
• Presentations • Global Report
• Webinars • Special Event Invitations
Get the Insights!
www.ddiworld.com/GLF2014
Or for more information: jo.lane@ddiworld.com
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