IBM Growth Markets Unit Human Resources
2010 Leadership Development Framework
LA – Leadership Academy
September, 2010
© 2010 IBM Corporation
IBM Growth Markets Unit Human Resources
Introduction
 Our Focus is :
– Emerging Leaders and Managers (BTL or Not)
– Cross vision not focused on critical gap roles, but what is common for emerging leaders
and managers
– Create something easy to help managers to understand the minimum curriculum
required and the offerings we have
– Create mandatory trainings and concept of “manager certification”
 GMU Focus is :
– All tiers, but special focus on BTL
 We are not given a special focus to sales yet.
 What we are going to present is a combined version between GMU effort and LA initiative,
that is called Leadership Academy (meaning the roadmap that aspiring leaders/managers
need to follow). Slides 4 to 15 were added in LA.
September, 2010
IBM Growth Markets Unit Human Resources
A Company of Experts: Career and Growth at IBM
Expertise
+
+
Capabilities
++
Leadership
Job Role Expertise:
Career Capabilities:
IBM Competencies:
Combination of skills
and behaviors
required to perform a
specific job at IBM.
The broader qualifications to
grow and flourish in a
chosen career at IBM.
Leadership behaviors unique to
IBMers that distinguish the
company.
September, 2010
IBM Growth Markets Unit Human Resources
GMU Leadership Development Framework – Emerging Leaders, Firstline and up-line Managers
 Global Level
– Leadership offerings and programs cross to all roles, based upon
leadership segments.
– Other roles based programs available, eg. Sales, Technical ,should
complement Leadership development.
 GMU level
– Leadership Development framework or roadmap offering an organized
view of the main trainings that GMU new managers should make in order
to be certified in their leadership journey. Most of the trainings in it are
considered mandatory.
– GMU programs will address critical areas of knowledge for new
managers like financial and business acumen, IBM Strategy, etc.
– It also provides a guide and suggestions for experienced managers.
– Intensive usage of feedback, coaching and mentoring within the
framework reinforcing the importance of Upline role in the development
of new leaders and to leverage transfer of knowledge /expertise.
– The learning interventions/courses in the roadmap were identified
through different sources, like: MFP scores, feedback from HR
community, direct feedback from managers, suggestions and discussions
from GMT leadership forums. It is connected and reinforces the NMO
(New Manager Orientation) global initiative.
 GMT level
– Execution of Global programs according with the proposed roadmap
– Execution of GMT local specific development, complementing global
offerings.
September, 2010
Sr. Executive
Leaders
Leading the
Enterprise
Up-line / Executive
Leaders
Leading
Organizations
First-line Leaders
Leading Teams
Emerging Leaders
Building the Leadership Foundation
GMU Lead
Critical New Mgrs
and Mgrs
Programs*
* Country Leadership Forums, Other specific
interventions to help new managers to be better
managers, Emerging Leaders support for
identification and development , etc.
IBM Growth Markets Unit Human Resources
Prioritized Tier Approach - Emerging Leaders and New Managers
BTL Resources
- Critical (Gap) Roles
- Success Profiles
- Development Plans
- 70% Experiential
- 20% Coaching & Mentoring
- 10% Programs
Executives
Band 8 - 10
Interlock between LD and BTL
Partners
Role Based Programs
- Transitional Programs
- Build Capability in Role
- By Segment (Business & Technical)
- Executives
- Uplines
- 1st Lines
- Emerging Leaders
Operational Learning Plan
 Attendance targets
 Market-based schedule
 Value metrics
 Resource & budget
requirements
Interlock between DWP
Partners & LD
Band 5 - 7
Communicated to the HR
Partners
Tier
Target audience
1
Band 10 BTLR ready for Executive
Promotions to CGR
High Touch – individualized development plan
to close gaps
2
Band 10 and hipo band 9 BTLR for
CGR
Medium Touch – BTL cross BU Development
3M
Band 9 and 8 First and Upline Mgrs
(New or Experienced)
High Touch – global leadership offerings plus :
certification process (1rst line), Upline support
and specific interventions
4M
non BTLR & band 7 and below
September, 2010
Development Approach
Medium Touch – intensive use of self-study with
Mgr orientation, programs to support
development of pipeline
Principles
Experiential Learning
30%
Coaching & Mentoring
30%
Programs
40%
IBM Growth Markets Unit Human Resources
Development Framework - Emerging Leaders and New Managers
Common Capabilities, Competency and Expertise for Managers
Leadership Segment
People
Mgmt
IBM
Strategy
Bus &
Strategic
Acumen
Upline Accelerator, LDM’s, Diversity Offerings, specific interventions
NMO, Explore key HR topics, BBNL, LDM’s, Diversity offerings,
specific interventions
Leader Foundation, Emerging Leader, GDC Team Leaders, LDC
September, 2010
Tools for
effectiveness
IBM Growth Markets Unit Human Resources
EL and New Mgrs Development Framework - Key leadership disciplines
IBM Competencies
(Capability)
People
Management
(Expertise)
IBM Strategy
(Expertise)
Business &
Strategic Acumen
(Capabilities)
Tools for
effectiveness
(Expertise)
September, 2010
Embrace challenge
Partner for clients' success
Collaborate globally
Act with a systemic perspective
Build mutual trust
Influence through expertise
Continuously transform
Communicate for impact
Help IBMers succeed
Demonstrating Leadership CC
Manage Talent
Career and people dev
Resource Allocation
Give Feedback
Coaching
Motivation
IBM Strategy,
Annual Report,
Company Results
Smarter Planet
Performance Management
Promote teamwork and collaboration
Apply diversity policies & practices
Leading High Performance Teams
Bus Leadership Model
Linking employees work to IBM mission
Business Acumen : IBM Clients,
Financial Acumen
Strategic Thinking
products and solutions, competitors, marketplace
Managing the Business CC
Stakeholder Management, Influencing, Networking, Manage Time, Manage Change
Mentoring
Coaching
Strategic Networking
Mgrs Community
Project Assignment
IBM Growth Markets Unit Human Resources
= People Mgmt
Emerging Leaders (Band 6- 8)
= IBM Strategy
= Bus Acumen
Objectives : Leadership awareness and initial preparation exploring basic Leadership concepts
= Tools for
effectiveness
= Virtual Learning
1-2 years before appointment
= F2F Learning
= Self Study/Others
= GMT Local
Emerging Leader
Tracks
Leader Foundation
Activities
http://learning2.atlanta.ibm.com/hr/global/leader.nsf
/Content/85256F95%3A006F9CBD
Strategy reading for
potential managers
http://learning2.atlanta.ibm.com/hr/global/lead
er.nsf/Content/85257543%3A0065CAF0
Lead Pro
IBM's Strategy Made Simple -- podcast
The Business Leadership Model -- podcast
Connecting the Strategy to Our Work -- podcast
Strategy Education (Group level strategy modules) – Website
http://w3.ibm.com/ibm/resource/chq_smart_planet.html - Website
Sam Palmisano's Home Page IBM CEO
Understanding IBM - Our company, our values, our world
IBM Annual Report
September, 2010
Coming soon
Leadership reading for
potential managers
http://www.books24x7.com/bo
okshelf.asp
http://learning.atlanta.ibm.com/m
anager/quickview/mgrqv.nsf/Pag
es/HomePage
IBM Growth Markets Unit Human Resources
= People Mgmt
New Manager - Leadership Development First Year
= IBM Strategy
= Bus Acumen
Objectives : Support the transition, Introduce basic HR processes and concepts, Explore Leadership
models & tools in IBM
3m (after appointment)
Manager letter :
welcome & acceptance
Activities
New Manager
Orientation
Fast Break
Only if Manager came from
outside IBM
https://w3.ibm.com/learning/lati/sites/explore
r/do_search.html?searchhandle=t&searchstr
ing=MD710G
Leadership tools and
resources (recommended)
http://learning2.atlanta.ibm.com/hr/global/lea
der.nsf/Content/85256F95%3A0003FF10
HR Partner 1:1
(recommended)
Feedback
September, 2010
12m
9m
6m
Financial acumen
toolkit for managers
(recommended)
http://w301.ibm.com/hr/global/managerportal/
financial_toolkit.html
Business Ethics for
Managers (PD0172)
Exploring Manager Portal
(recommended)
http://w3.tap.ibm.com/data/medialibrary/media/87873.exe/331323/
2010_08_10_5720_Manager_Portal_Tutorial_in_Por.exe
http://w3.tap.ibm.com/data/medialibrary/media/87874.exe/331323/
2010_08_10_5952_Manager_Portal_Tutorial_in_Spa.exe
= Tools for
effectiveness
= Virtual Learning
= F2F Learning
= Self Study/Others
Basic Blue (BBIL)
=GMT Local
Under construction
Diversity Awareness
http://learning.atlanta.ibm.com/manager/quic
kview/clusters.nsf/Content/185256E1C:00
54439C?OpenDocument&showParr
Leadership Videos
Diversity: WIKI
(optional)
https://w3.tap.ibm.com/w3ki08/displa
y/LADIwiki/01.Welcome
IBM Mgr Community
(recommended)
http://learning2.atlanta.ibm.com/leadin
g/ibm_new_manager.nsf/web/LCCom
munity?Open&Login
Informal Feedback / Coaching from
Manager and HR Partner
MFP Survey
Leadership Forums*
(recommended)
* Ex: Manager’s Day,
Manager’s Gym, Blue
Clubs
Roundtables
(recommended)
Leadership Surveys (Basic Blue
Participants)
Structured Review and Manager
feedback evolution
IBM Growth Markets Unit Human Resources
Performance Feedback videos
IBM managers who provide timely and appropriate feedback to their subordinates improve employee performance,
employee morale and employee career growth. These Performance Feedback modules -- audio and video -- let you
observe 10 common managerial mistakes.
With expert analysis from Harvard Business School Professor Linda Hill, learn the most effective ways to provide
employee performance feedback.
Difficult Conversations videos
Difficult conversations have uncertain outcomes. Although you may rehearse the conversation, you still worry about
saying something wrong or not achieving your desired results. Besides this video, also check out the Difficult
Conversations QuickView ,to learn how to turn a potentially contentious situation into a coaching opportunity.
https://w3.ibm.com/learning/lms/content/wbt/directlink/yourcareer/assets/Career_Development_Discussion_QuickP
oint.wmv
IBM CareerSmart is the complete suite of career programs and resources available to you for growing your career at IBM.
It is organized in an easy-to-navigate fashion: PLAN your development, GAIN skills and experience, and TRACK your
progress.
Link to IBM CareerSmart Framework: https://w3.ibm.com/learning/lati/sites/career-development-guidancesite/html/pages/cf_overview.html
Link to Demonstrating Leadership: IBM Competencies – https://w3.ibm.com/learning/lati/sites/career-development-guidancesite/html/pages/cf_capability.html?capabilityId=CAP0010
Link to Managing the Business - https://w3.ibm.com/learning/lati/sites/career-development-guidancesite/html/pages/cf_capability.html?capabilityId=CAP0006
Click here to go back
September, 2010
IBM Growth Markets Unit Human Resources
New Manager – Leadership Development Roadmap : Year 2
= People Mgmt
= IBM Strategy
= Bus Acumen
Objectives : Explore and reinforce leadership topics and concepts, improve leadership effectiveness
7 – 12 m
1- 6m
Perf Mgmt : Setting
Goals (recommended)
Activities
MFP Q8 Employee Development: A
Meaningful Dialogue
Exploring MFP Guide
(optional)
Feedback
September, 2010
= Self Study/Others
Perf Mgmt : TBDM
= LA Local
Performance Management: Team-Based
Decision Making
Inclusive
Leadership for mgrs
Diversity:
Diversity: Work/Life
Under construction
Flexibility for mgrs
Performance Management: Giving Feedback
MFP Q8 Meaningful
Dialog
= Virtual Learning
= F2F Learning
BBNL Re-survey
discussion (recommend)
http://learning2.atlanta.ibm.com/hr/global/l
eader.nsf/Content/8525755B%3A005C90
A8
Performance Mgmt
Giving Feedback
= Tools for
effectiveness
Exploring
Leadership Topics
Leadership forums*
(recommended)
(optional)
* Ex: Manager’s Day, Manager’s
Gym, Blue Clubs
http://www.books24x7.co
m/bookshelf.asp
http://learning.atlanta.ibm.co
m/hr/global/quickviews/hbra.
nsf/pages/homepage
Leadership Surveys (after 6
months of BBNL completion)
Informal Feedback / Coaching from
Manager and HR Partner
MFP Survey
Structured Review and
Manager feedback
evolution
IBM Growth Markets Unit Human Resources
Fisrt Line Managers - Leadership Development Roadmap
= Virtual Learning
2-5 Years After Appointment
= F2F Learning
= Self Study/Others
Objectives : Leverage knowledge and experience, revitalize leadership concepts, methods and tools
Coaching for Leaders
Activities
Coaching for Leaders: The G.R.O.W. Process
Empowerment
Empowerment: A Personal and
Organizational Perspective
Leading through
inspiration
Leading through Inspiration,
Collaboration and Influence
IBM Competencies
OR
IBM Competencies
Employee Experience
MD363G
Employee Experience
Shades of Blue
for Mgrs
Diversity:
Analyzing Your Leadership Behaviors
http://learning2.atlanta.ibm.com/hr/global/leader.n
sf/Content/85257735%3A00733FDA
= GMT Local
Obs: If manager is working in an international role /
environment., should take this course as soon as possible
Leadership forums*
(recommended)
* Ex: Manager’s Day,
Manager’s Gym, Blue Clubs
Analyzing Your Leadership Behaviors
Microinequities
The Power of Small
Diversity:
http://learning2.atlanta.ibm.com/hr/global/leader.n
sf/Content/85257735%3A00733FDA
5 Years and beyond
Objectives : Consolidate knowledge / experience, develop advanced leadership and people management skills
Activities
LDM’s
According BU’s/Countries
requirements
IBM Competencies
Analyzing Your Leadership
Behaviors
http://learning2.atlanta.ibm.com/hr/global/leader. http://learning2.atlanta.ibm.com/hr/global/leader.n
nsf/Content/852572BA%3A00573C2B
sf/Content/85257735%3A00733FDA
Leadership Surveys: Assess &
Develop your Leadership
Effectiveness MD362G
September, 2010
Leadership forums*
(recommended)
* Ex: Manager’s Day,
Manager’s Gym, Blue Clubs
IBM Growth Markets Unit Human Resources
Upline Managers - Leadership Development Roadmap
= People Mgmt
= IBM Strategy
= Bus Acumen
= Tools for
effectiveness
First Year After Nomination
Objectives : Understand shift in the role (managing managers), revitalize leadership concepts, methods
and tools
= Virtual Learning
= F2F Learning
Activities
Upline Accelerator
Leading Leaders: Upline Accelerator
Exploring
Leadership Topics
http://learning.atlanta.ibm.com/manager/quickview/m
grqv.nsf/Content/85256B7D%3A004588C4
Strategic Alignment
(Recommended after Upline ACC)
Strategic Alignment Module for Upline Leaders
Employee Experience
MD363G
= Self Study/Others
=GMT Local
Employee Experience
Leadership forums*
(recommended)
* Ex: Manager’s Day,
Manager’s Gym, Blue Clubs
2nd Year and beyond
Objectives : Consolidate knowledge / experience, enhance business acumen and leadership skills
Activities
IBM Competencies
Analyzing Your Leadership Behaviors
http://learning2.atlanta.ibm.com/hr/global/leade
r.nsf/Content/85257735%3A00733FDA
September, 2010
Leadership forums*
(recommended)
* Ex: Manager’s Day,
Manager’s Gym, Blue Clubs
Self Awareness
Self-Awareness for Individual Effectiveness for Uplines
IBM Growth Markets Unit Human Resources
New Manager- roadmap coverage for Key Leadership Disciplines
NMO BBNL
People Mgmt
X X
Financial Leadership Leadership
BBNL Re- Perf Mgmt Meaningful Perf Mgmt Coaching Empowerm. Leading
Upline Strategic acumen
Videos &
through
Forums
Survey
Feedback Dialogue
for leaders
accel Alignment toolkit
Podcasts
TBDM
inspiration
X
X
X
X
X
X
X
IBM Strategy
X
Bus &
Strategic
Acumen
Tools for
Effectivenss
X
O
X X
X
O
X
O
X
O
X
X
X =LD portfolio
O = Local offering
September, 2010
X
X
X
X
X
X
IBM Growth Markets Unit Human Resources
September, 2010