C O M P E T I T I V E A D V A N T A G E. R E A L I S E D.
DEVELOPMENT
DIMENSIONS
INTERNATIONAL
HR Summit, Dublin
6-8 October 2004
Presentation by
Paul Hughes, DDI UK Ltd
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Talent Optimisation Approach
Business
Landscape
VISION
Strategic Priorities
Leadership Imperatives
Success
Profile
Capacity
Needs
Talent
Needed
Game
Plan
ENSURE
READINESS
Focus/Drive
Performance
Insurance
Policy
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Cultural Priorities
Communication
Identify
Potential
INVENTORY
TALENT
Accelerate
Development
Assess
Readiness
Select/Deploy
Talent
Accountability
Skill
Alignment
© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Measurement
Differentiate Potential from
Performance
SUSTAINE D PERFORMANCE
Leadership Promise
Balance of Values and Results
• Propensity to Lead
(Org. specific, future focused)
• Brings Out the Best in People
• Authenticity
Personal Development
Orientation
• Receptivity to Feedback
• Learning Agility
• Culture Fit
• Passion for Results
Mastery of Complexity
• Adaptability
• Conceptual Thinking
• Navigates Ambiguity
*Research Foundation
Bray & Howard, DDI, McCall et al, Personality Based Research, Collins, Hogan & Hogan, etc.
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+
© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Insurance Policy 5
Components
Communication
Alignment
–
Key audiences
–
–
Key messages
–
–
Accountability
–
Senior champion(s)
–
Operation leader(s)
–
Roles & deliverables
Measurement
–
–
–
Skill
–
Decision Makers
–
Trainers/Mentors
–
Project Managers
–
–
–
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Selection  Development
Selection  Perf. Management
Selection  SRR
Perception of growth opportunities at
least ___or improved by
Amount of coaching/development
Processes in place to Identify High
Potentials, Accelerate Growth, other
ESM Elements
# of Hi Pos completing Development
Plan
Measures of Progress
SBU performance
© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Define Leadership Success by
Considering the Whole Person
PERFORMANCE
EXPERIENCE
COMPETENCIES
What I am capable of
PERSONAL
ATTRIBUTES
What I have done
KNOWLEDGE
Who I am
What I know
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
The Global Leadership
Inventories
Three inventories concern dimensions that are crucial for getting along and
getting ahead:
•
Leadership Effectiveness Inventory
– Concerns strengths and skills that enhance an individual’s career
– These are the characteristics that are noticed quickly about others
•
Leadership Challenge Inventory
– Concerns breaking points and dysfunctional dispositions that can
derail an individual’s career
– These are the tendencies that appear after prolonged exposure,
during stress, or heavy workloads
•
Leadership Values Inventory
– Concerns personal drivers and fit with organizational culture
– These are the things that individuals enjoy and that indicate what
kinds of jobs, work and environments they will find most satisfying
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Bright Versus Dark Side of
Personality
Bright Side – What you see in a job
interview and day-to-day
• Dark Side – Potential derailers that
appear:
•
–
–
–
–
–
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After prolonged exposure
During stress
During heavy workloads
When the person isn’t paying attention
During times of change
© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Business Drivers
•
Expanding markets
• Engaging workforce in change
• Building strategic alliances
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Expanding into New Markets
•
Competencies
–
–
–
•
Personal attributes:
–
–
–
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
What we did
•
Talent Audit
• Development Focus
• Multiple Data Points
–
–
–
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Leadership Mirror
Personality Inventories
Structured Discussion
© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Review Approach
•
Group Sort on Continuum
–
•
Protecting Core to New Horizons
Individual Profiles
–
Integrated Summary
– Business Drivers-“Readiness”
•
Expanding into New Markets
• Engaging Workforce in Change
• Building Strategic Alliances
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Expanding into new markets
(Business & Mgt Skills)
•
Competencies
–
Entrepreneurship/Strategic
– Change Leadership
•
Personal attributes:
–
Risk taking (low prudence, cautious)
– Conceptual (high inquisitiveness)
– Results Orientation (e.g. ambition)
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Engaging Work Force in
Change (Leadership)
•
Competencies
–
Selling the Vision
– (Change) Leadership
•
Personal Attributes
–
Openness to change (Low-Mid Prudence)
– Future focused (Mid-High Inquisitiveness)
– No critical leadership/interpersonal derailers
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Building Strategic Alliances
(Interpersonal)
•
Competencies
–
Interpersonal Skills
– Business Acumen
•
Personal Attributes
–
Relationship Orientation (Mid-High
Sociability & Interpersonal Sensitivity)
– No “moving away” profile in derailers
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Vision 2010
Protecting the Core
• Peter McGowan
• Steve Newhall
• Chris Taylor
• Bill Hester
• Peter Kovaks
• Keith Lovelock
• Michael Gregg
• Tim Diggins
• Lee Parry
• Dick Ayerst
• Lucy Dunstan
• Anne-Marie McGee
• Graham Stevens
• Wayne Willis
• Gilles Dammer
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New Horizons
• Michel Pevsner
• John Dyson
• Peter Williamson
• Mark Fowler
• Hans Jacquemin
• Bill Andrianou
• Ian Toth
• Stefan Ingedoh
• Doug Mason
• Steven Bates
• David Sawtell
• Eddie Simpson
• John Armstrong
• Steve Cooper
• Jim Carter
• Harold Wilson
• Ron Ardley
© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Vision 2010
Protecting the Core
• Peter McGowan
• Steve Newhall
• Chris Taylor
• Bill Hester
• Peter Kovaks
• Keith Lovelock
• Michael Gregg
• Tim Diggins
• Lee Parry
• Dick Ayerst
• Lucy Dunstan
• Anne-Marie McGee
• Graham Stevens
• Wayne Willis
• Gilles Dammer
New Horizons
• Michel Pevsner
• John Dyson
• Peter Williamson
• Mark Fowler
• Hans Jacquemin
• Bill Andrianou
• Ian Toth
• Stefan Ingedoh
• Doug Mason
• Steven Bates
• David Sawtell
• Eddie Simpson
• John Armstrong
• Steve Cooper
• Jim Carter
• Harold Wilson
• Ron Ardley
Key
Tier One
Tier Two
Tier Three
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
Commercial
Director
Mark W
Ratings and attributes
Key Strengths:
LEI
•Political nous
•Strategic focus
•Change Driver
Adjustment
Ambition
Sociability
Interpersonal Sensitivity
Development Areas:
Prudence
•Collaborative style of leadership
•Demonstrating understanding and use of financial
and numerical data
•Channelling energy and drive to productive uses
Inquisitiveness
Learning Orientation
0
20
40
60
80
100
120
LCI
Development Actions:
•Team Leadership
•Acquisition management
•Global perspective.
Vo latile
A rgumentative
Risk A verse
Imperceptive
A vo idant
A rro gant
Impulsive
A ttentio n Seeking
Eccentric
Expanding into new markets
Engaging w/force in change
P erfectio nist
A ppro val Dependent
0
20
40
Building strategic alliances
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
60
80
100
120
Mark W - Summary
Growth potential:
Potential Career limiters
Mark is a personable and very credible man with the ability
to navigate the political maze of a complex organisation. A
negotiator by training and inclination he can be very
influential. He has good interpersonal skills and can be an
effective leader of change. He has a good strategic
awareness and a good platform for introducing a global
perspective. He is currently in his first strategic management
role in a small company and, if successful, he should
progress to leading bigger and more complex organisations.
•Lack of a demonstrated understanding of the numbers
•A tendency towards pursuing imaginative concepts that may
be unproductive.
Advancement Motivation /
Mobility
Although Mark does not express his ambition in emotional
terms, it is clear that he is strongly motivated to attain a
position that allows him to take charge of a complete
business. This has been a “horizon” on his career
progression for some time but he believes that when it has
been achieved, it is likely that Mark will want to make
additional challenges.
Critical organisational knowledge/
Experience gaps:
•Financial awareness
Tier 1
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.
C O M P E T I T I V E A D V A N T A G E. R E A L I S E D.
THANK YOU…
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© Development Dimensions Int’l, Inc., MMIV. All rights reserved.