Global Leadership Forecast 2011 Delaware SHRM April 10, 2012 The Talent Management Expert Leadership Development Effectiveness 33% 2006 34% 2011 29% 2009 HR 37% 38% HR 2011 25% 2009 Leadership Quality Future Bench Strength 18% HR Leadership Quality Impacts… 66% Confidence of Future Business Success 4% Low Leadership Quality High Leadership Quality 70% Retention 24% Low Leadership Quality High Leadership Quality Engagement 50% 9% Low Leadership Quality High Leadership Quality Financial performance Customer satisfaction Productivity Quality of services The bottom line 2.8x 4.6x 4.7x 4.4x 52% 13% Low Leadership Quality High Leadership Quality Passion 53% 7% Low Leadership Quality High Leadership Quality 50% better Performance: Top vs. Average Time for a (R)evolution! About the Global Leadership Forecast 1,897 HR Professionals 12,423 Leaders 2,679 Organizations 74 Countries Leadership Development Talent Systems & Practices Management Culture Quality of Leadership Enhanced People Outcomes Enhanced Business Impact Leadership Development Talent Systems & Practices Management Culture Development Matters Effective Development = Quality Leadership 62% 13% Low Development Effectiveness High Development Effectiveness Leadership Development: What works today, may not work tomorrow Top Five Past Critical Skills 1. 2. 3. 4. 5. Driving & managing change Executing organizational strategy Coaching & developing others Making difficult decisions Improving employee engagement Top Five Future Critical Skills 1. 2. 3. 4. 5. Driving & managing change Identifying/developing future talent Fostering creativity & innovation Coaching & developing others Executing organizational strategy Leadership Skill Effectiveness: 50 / 50 Value Proposition “Our CEO coined how we need to think about innovation. He said, ‘I’d rather be 8 and 2 than 2 and 0 in terms of willingness to try out something new’”. Up The Value Chain Innovation Important Budget Increases 95% 80% 90% 82% 89% 73% 72% 49% Boston Consulting Group 2010 (R)Evolution Point 1 A Leaders Role in Innovation The Leader’s Role in Innovation Innovation Challenges Culture of Innovation Lack of Understanding Stakeholders Inspire Curiosity Question Assumptions Lackluster Ideas Challenge Current Perspectives Think Differently Aversion to Risk Create Freedom Experiment Failure to Execute Drive Discipline Get Things Done Leader Team Members Effectiveness of Development Methods Formal classroom training Special projects or assignments Coaching from your manager Moving positions Coaching from internal coaches Web-based learning Coaching from external coaches Virtual classroom Organizations that have effective programs use 32% more methods. HR (R)Evolution Point 2 Learning: From Event to Journey 10~20~70 FORMAL COACHING ON-THE-JOB Learning Mash-Up Manager/Sr. Leader KickOff Webinar October-December Core Curriculum 1 Core Curriculum 2 Core Curriculum 3 Challenges of Transitions Cultivating Networks & Partnerships Mastering EQ Making Change Happen Building High-Performing Teams Driving Innovation Influencing Learning through Transitions 3 days • Assessment: 360 and personality Inventories • Prework • Action Learning Kickoff Coaching Courage 3 days Development Planning Meetings Supporting Leadership Development 2 days Action Learning Action Learning (DDI Coach, Boss, Mentor) Discussion Board: Participants seek feedback from BU leaders on ideas, best practices Leader Blog: What leadership means to participant, how they will use new skills Repeat 360 to Assess Behavior Change Development Planning Meetings (DDI Coach, Boss, Mentor) Coaching Coaching Action Learning January-March Formal Learning Orientation Kick Off July-September Wikis: Tying leadership Job Growth Experiences skills to business outcomes – how do they link together? Ongoing Feedback and Support = Assessments, Targeted Personal Development Focus = Core Curriculum = Action Learning & Ongoing Development = Learning 2.0 components Informal Learning, Feedback, and On-the-job Experience April-June Leadership Development Talent Systems & Practices Management Culture Talent Management Matters Leadership Selection 31% 42% Performance Management Firing on all cylinders Leadership Succession Programs & learning for mid-level leaders Programs & learning for senior leaders Programs & learning for frontline leaders 79% 77% 22% 77% 30% 76% 33% 31% 74% 68% Future Importance Current Effectiveness HR Development Can’t Fix Everything Select Develop Low Moderate High • Arrogance • Risk-taker • • Inquisitive • Letting go Customer focus • Ambitious • Making sound decisions • Developing strong teams • Executing strategy • Building future talent • Communicating with impact • Volatile • Learning Orientation • Results Driven External Hiring Failures: 1 in 3 63% 37% Internal 72% Success 28% Failure HR 81% Tied to corporate goals Performance Management 69% Balanced between “whats” and “hows” 56% Discussions provide clear direction for development Succession 18% Rate Bench Strength Strong HR 64% of leaders made a leadership transition in the past 5 years BUT ONLY 26% of organizations have effective programs to ensure smooth leadership transitions (R)evolution Point 3 Get it Right: Identifying Potential There’s a Difference 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 50% Leadership Potential 44% Identification of High Potentials 39% 37% Growth of High Potentials 2009 2011 HR 88% 19% 87% 19% Best Practices 60% 13% 48% 8% 46% 3% 43% 3% Organizations with effective talent management systems Organizations with ineffective talent management systems HR Leadership Development Talent Systems & Practices Management Culture Culture Matters “Right now, your company has 21st century Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles.” Gary Hamel • Bureaucracy of management processes • Values that are not meaningful • Influence based on position power Management Culture Killers • Innovation opportunities for select few • Decisions are held closely by those in power • Rigid structure • Power held by those who value status quo • Goals only focus on bottom-line growth 81% Culture Impacts Passion 57% 29% Low effectiveness of management culture Medium effectiveness of management culture High effectiveness of management culture 51% 31% 17% Culture Impacts The bottom line Low effectiveness of management culture Medium effectiveness of management culture High effectiveness of management culture (R)evolution Point 4 Innovating the Way We Manage • Management processes are a competitive advantage • Values are shared and meaningful Management Culture Revolutionized • Merit-based influence • Innovation opportunities for all • Strategic decisions open for discussion • Flexible, nimble structure • Power held by those who value innovation • Goals of growth, sustainability, and social significance Reflection Leadership Development Talent Systems & Practices Management Culture Quality of Leadership Enhanced People Outcomes Enhanced Business Impact The Bottom Line 68th Percentile 35th Percentile 24th Percentile Leadership Development Talent Management Management Culture Leadership Development Talent Management Management Culture Leadership Development Talent Management Management Culture from NO! to GO!