Critical Competencies for Emerging Leaders
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Today’s Agenda
• Introduction - 5 minutes
• Feature Presentation and Q&A - 50 minutes
• Wrap Up - 5 minutes
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Today’s Moderator
Joy Kosta, Team Leader
Organizational Development & Leadership
Human Capital Institute
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Blog
Today’s Guest
Bonnie Hagemann
Chief Executive Officer
Executive Development Associates
www.executivedevelopment.com
http://bonniehagemann.wordpress.com/
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Blog
Critical Competencies
for Emerging Leaders
By Bonnie Hagemann, Executive Development Associates
Agenda
• Best practices of leading edge companies
• Strengths and Competency Deficits of Next
Generation Leaders
• Practical Tips for How to Address Competency Deficits
• Model Development Plan using the Critical Thinking
Competency
Best Practices
of Leading Edge Companies
Trends in Leadership Development
• Based on our experience and our research
– Trends in Executive Development conducted approx. every 2 years for
25 years
– Identifying & Developing High Potential Leaders
– High Impact Executive Coaching
• Research identifies emerging…
– Trends and Innovations in Leadership Development
– Best Practices
– Top Priorities
• Provides a benchmark for your organization
Overview of Major Findings
Impact of the economy and
Bench Strength are major issues.
Companies are looking for ways
to accelerate High Potentials.
Companies need leaders that
think strategically & inspire.
Leader-as-Teacher model is key.
Hot Topics in Executive Development
Types of Activities Emphasized
Best Practices for Leadership Development
1. Linked to strategy and aligned
2. Top management driven
3. Includes coaching, leadership profile,
feedback and development plans
4. Includes action learning
5. Leaders as Teachers
6. Mentoring Programs
7. Combinations - instructor-led, online,
stretch, coaching, mentoring and action
learning
Strengths &
Competency Deficits
of Next Generation Leaders
Why all the focus on Next Generation Leaders?
• Baby Boomers are retiring.
• The vast majority of organizational leaders are Baby
Boomers, with the most typical age being 58 years old.
• There are 11% fewer Gen Xers than Baby Boomers.
• Generation Y (25 and under) will not be
management/leadership material for years to come.
The Impact of Demographics
Latino Immigration
40 Million+
GI Generation
56.6 Million
1905
Birth Chart Build
Silent Generation
52.5 Million
1925
Generation Y
79.5Million
Baby Boomers
78.2 Million
Generation X
69.5 Million
1945
1965 1985
2005
Sample Succession Chart
CEO
CNO
CQO
COO
CFO
S-Pres.
VPMA
CIO
SVP HR
SVP Network
Dev.
VNA
VP Dev.
VP Service
Lines
VP
Construction
VP
Marketing
Strengths of the Next Generation Leaders
• Ability to prioritize a multitude of important
demands on their time
• Ability to delivery results/results oriented
• A high integrity mind-set
• Understanding of the technical side of the
business and the products and services
Competency Deficits of Next Generation
Leaders
Processes Most Effective in Accelerating High
Potential Development
Leadership Pipeline
Training Plan
Content
Outcomes
Delivery
Investment
Individual
Contributor
Adaptive,
collaborative,
influence without
authority
observable, 360degree feedback
tests, projects,
working with
others
E-learning
$0-$500
Manager
Goal-setting,
business acumen,
initiative, discern
learning styles &
motivations
Turn over in dept,
results
E-learning &
instructor led
$500-$2500
Manager of
Managers
Can develop skills
& people, look at
bottom line,
Results, skip level
for others, number
of people
promoted,
retention
1:1
training/coaching,
stretch
assignments,
cross-training
Manager of
Function
Initiative of
continuing ed + all
for manager of
managers
360-degree
feedback
Manager of
Business
Knowledgeable of
all functions,
motivates others,
generates energy
Model Development Plan
Critical Thinking Competency
“Leaders aren't given the choice between dandelions and
roses. It might be dandelions and chickweed. They
are forced to make choices with too little time and too
little information. It requires courage and a strong
stomach. I might be forced to make a
decision in five seconds,
which will then be
studied for months by a team of 40 lawyers. The job
that leaders have is difficult, and there are
increasingly few people capable of doing it.” ~ George
Buckley, 3M CEO
What is Critical Thinking?
And It Drives…
Can Critical Thinking Be Taught?
Yes! But like golf, being good at thinking requires…
Practice
Feedback
Poll questions
• Is developing the critical thinking competency in your
leaders a top priority in your organization? Yes/No
• If so, does your organization have the right
development tools in place to ensure the right level of
critical thinking skills? Yes/No
Skill Building Goals at Each Level
Developing Critical Thinking – Individual
Contributor Level
Group Training
Program
(6 sessions
over 3-4 months)
Training Objectives:
1) Define critical
thinking and how it
impacts business
2) Identify current critical
thinking capabilities
3) Increase critical
thinking skills
Content
Activities
Support
Assessment:
Watson Glaser II &
Development Report
Goal Setting
(WGII Development
Plan)
Manager:
To support personal
goals
Webcast:
Applied Critical
Thinking: A 3-Phase
Approach to Developing
Problem Solving &
Effective Thinkers
(Thinkwatson.com)
Blog:
Critical-thinkers.com
Case Studies:
Within organization
(problem solving,
decision making)
Reading:
Critical Thinking Means
Business
(Thinkwatson.com/
learn-resources.php
Critical Thinking U:
(fee-based, blended elearning)
Diverse Groups: team
assignments
Leaders as Teachers:
(e.g., different
functional heads lead
analysis of
case/situation/problem)
Tools for Development
Watson-Glaser
Development Report
Online Training
Developing Critical Thinking – Manager Level
Critical Thinking Deep Dive
Phase 1: Assessment and Alignment;
2-4 weeks prior to workshop take assessment
and meet with manager to identify high
priority business challenges
Phase 2: Action Learning workshop (2 days); receive assessment
results; learn critical thinking techniques (e.g., RED model),
develop an action plan
Phase 3: Acceleration and Accountability; 1 month progress monitoring
report out; communicate success out to organization
Developing Strategic Thinking – Senior Manager
Level
•
•
•
•
Assessment feedback
One-on-one Coaching
Mentoring
Business Simulations
2011/2012 Development Trends Report
• We are currently gathering data from
organizations through our biennial
survey.
• Contribute to this survey and we’ll provide a
complimentary full report including + an Executive
Briefing as soon as it is released. (July 1st 2011)
• Please go to this website to complete the survey:
http://www.infopoll.net/live/surveys/s35222.htm
Questions?
Resources
Free
Books
2009/2010 Trends in Executive
Development Report
Decades of Differences by Bonnie
Hagemann and Ken Gronbach
1-on-1 High Potential
Development Discussion
The Leadership Pipeline by Ram
Charan, Stephen Drotter, and
James Noel
Leadership Pipeline
Spreadsheet
Decades of Differences:
Managing Differences Webcast
FYI: For Your Improvement by
Michael Lombardo and
Robert Eichinger
www.thinkwatson.com/hci
Research & Leadership Development Partners
Executive Development Associates
– A leader in creating custom-designed executive development
strategies, systems, and programs that help organizations build the
capabilities needed to achieve their strategic objectives. Learn more at
www.ExecutiveDevelopment.com and
BHagemann@ExecutiveDevelopment.com.
Pearson
– Publisher of scientific assessments used globally to hire and develop
the 21st century workforce. Our instruments measure critical thinking,
problem solving, and a range of job skills to deliver data-driven
insights that inform and clarify an organization’s human capital
decisions. Learn more at www.thinkwatson.com.
It’s your turn! Ask our expert…
Bonnie Hagemann
Chief Executive Officer
Executive Development Associates
www.executivedevelopment.com
http://bonniehagemann.wordpress.com/
Join our LinkedIn group!
http://bit.ly/HCIwebcasts
http://linkedin.com/in/bhagemann
Need assistance? Call Member Services (866) 538-1909 or email support@hci.org
Blog
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