Rebuilding Your Leadership Pipeline:Spotting tomorrow's Talent Today

Steve WaterhousePredictiveResults.com

“The most important responsibility that all of us have is to develop the leaders of the

future. It’s the greatest challenge that we have, and the most important legacy that we

can leave behind.”

William C. Weldon

Chairman and Chief Executive Officer

Johnson & Johnson

October, 2006

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Some benchmarking data:

64% of new executives hired from outside the company do not make it(Ciampa & Watkins).

40% of new executives fail within the first 18 months (Center for Creative Leadership).

Only 33% - 50% considered “successful” after three years in the job (Drucker).

2% of organizations believe “they are doing a great job at developing leadership talent” (SIOP).

The DataThe Data

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Fired.

Disagreements about “organizational direction.”

“Personal reasons.”

“Better opportunities.”

Partially competent, so colleagues do “work-arounds” and ignore deficiencies.

What HappensWhat HappensWhen They Fail?When They Fail?

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Lack of agreement on selection criteria and priorities.

Using a narrow or overly simplistic “leader profile.”

Seeking to duplicate the profile of the predecessor

Using poor interviewing skills (i.e. not structured and behavioral).

Poor definition, coordination and control of the screening process.

Collecting insufficient data or irrelevant data.

Overvaluing external candidates and undervaluing internal candidates.

Where Did We FailWhere Did We Fail

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Sins of “Omission”

1. Failing to deliver results.

2. Failing to re-create a network.

3. Failing to listen to/respond to feedback.

Sins of “Commission”

4. Delivering the wrong results.

5. Breaking trust.

6. Living in the past.

7. Being more “I” oriented than “we” oriented.

Where Do They FailWhere Do They Fail

The Good News: Some companies do a much better job at this than others.

What do those companies do?

They do as good a job assessing the organizational fit

as they do assessing the

candidates skills.

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1. The position.

2. The leadership group.

3. The CEO or other immediate manager.

4. The organizational culture.

5. The industry culture.

Five Key Organizational Five Key Organizational Fit VariablesFit Variables

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What is the strategic mandate?

Will they be able to shape the role?

Operational responsibilities?

Decision-making authority?

Change expectations (internal and external)?

What do the data tell us about successful leaders in this organization?

What Internally Matters?What Internally Matters?

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What are the characteristics of the person that this person will be working for?

Technical knowledge

Strategic priorities.

Personality/work style.

Expectations of the leader.

Authority and support given to the leader.

The CEO/Immediate ManagerThe CEO/Immediate Manager

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What type of organization will this person be working in?

Stable?

Successful?

Changing?

Legacy?

Technical?

Centralized?

The Organizational CultureThe Organizational Culture

Leadership Formula

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Authoritative

Persuasive

Technical

3 Leadership Styles3 Leadership Styles

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Authoritative

Goal Driven

Drives change

Demands action

Holds others accountable

Takes credit

Leadership StylesLeadership Styles

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Persuasive

People oriented

Builds consensus

Inspires change

Motivates others

Gives credit

Leadership StylesLeadership Styles

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Technical

Task oriented

Highly innovative

Sets high standards

Micro manages

Demands results

Leadership StylesLeadership Styles

What Style Do You Need?

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Authoritative

Goal Driven

Drives change

Demands action

Holds others accountable

Takes credit

Persuasive

People oriented

Builds consensus

Inspires change

Motivates others

Gives credit

Technical

Task oriented

Highly innovative

Sets high standards

Micro manages

Demands results

How To Find Them

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Resume/Interview Behavioral Assessment

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Constantly update your models

Scan behavior styles of current candidates

Develop potential leaders early

Be willing to change candidates if your needs change

Partner with senior management in the process

Always Be LookingAlways Be Looking

They Are Out There

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Rebuilding Your Leadership Pipeline:Spotting tomorrow's Talent Today

Steve WaterhousePredictiveResults.com