2010 Leadership Development Framework LA – Leadership Academy

© 2010 IBM CorporationSeptember, 2010

2010 Leadership Development Framework LA – Leadership Academy

IBM Growth Markets Unit Human Resources


September, 2010

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 Confidential

A Company of Experts: Career and Growth at IBM

IBM Competencies:

Leadership behaviors unique to IBMers that distinguish the

company.

Career Capabilities:

The broader qualifications togrow and flourish in achosen career at IBM.

LeadershipCapabilitiesExpertise

Job Role Expertise:

Combination of skillsand behaviors

required to perform aspecific job at IBM.

+ ++ +


September, 2010

GMU Leadership Development Framework – Emerging Leaders, First-line and up-line Managers

* Country Leadership Forums, Other specific interventions to help new managers to be better managers, Emerging Leaders support for identification and development , etc.

Sr. ExecutiveLeaders

Leading the Enterprise

Up-line / Executive Leaders

Leading Organizations

First-line Leaders

Leading Teams

Emerging Leaders

Building the Leadership Foundation

Transit

ional

Developm

ent

Perfo

rman

ce S

uppo

rt

High P

otentia

l Dev

elopm

ent

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.

GMU LeadCritical New Mgrs

and Mgrs Programs*


September, 2010

Prioritized Tier Approach - Emerging Leaders and New Managers

Tier Target audience Development Approach Principles

1 Band 10 BTLR ready for Executive Promotions to CGR

High Touch – individualized development plan to close gaps

Experiential Learning

30%

Coaching & Mentoring

30%

Programs

40%

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 Medium Touch – intensive use of self-study with Mgr orientation, programs to support development of pipeline

Executives

Band 8 - 10

Band 5 - 7

BTL Resources

- Critical (Gap) Roles

- Success Profiles

- Development Plans

- 70% Experiential

- 20% Coaching & Mentoring

- 10% Programs

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 LD and BTL Partners

Communicated to the HR Partners

Interlock between DWP Partners & LD

BTL

RNew

Mgr

s &

Man

ager

s

Emer

ging

Lea

ders


September, 2010

Lea

de

rsh

ip S

egm

ent

Lea

de

rsh

ip S

egm

ent

People

Mgmt

IBM Strateg

y

NMO, Explore key HR topics, BBNL, LDM’s, Diversity offerings, specific interventions

Leader Foundation, Emerging Leader, GDC Team Leaders, LDC

Development Framework - Emerging Leaders and New ManagersCommon Capabilities, Competency and Expertise for Managers

Bus & Strategi

c Acumen

Tools for effectiveness

Upline Accelerator, LDM’s, Diversity Offerings, specific interventions


September, 2010

Business & Strategic Acumen

(Capabilities)

IBM Competencies(Capability)

EL and New Mgrs Development Framework - Key leadership disciplines

Tools for effectiveness(Expertise)

IBM Strategy(Expertise)

People Management(Expertise)

Give FeedbackCoachingMotivation

Manage Talent Career and people devResource Allocation

Performance ManagementPromote teamwork and collaborationApply diversity policies & practicesLeading High Performance Teams

Embrace challengePartner for clients' successCollaborate globallyAct with a systemic perspectiveBuild mutual trust

Influence through expertiseContinuously transform Communicate for impactHelp IBMers succeed

Strategic Networking

IBM Strategy,Annual Report, Company Results

Smarter Planet Bus Leadership Model

Linking employees work to IBM mission

Financial Acumen

Strategic Thinking

Business Acumen : IBM Clients, products and solutions, competitors, marketplace

Mentoring Coaching Mgrs Community Project Assignment

Stakeholder Management, Influencing, Networking, Manage Time, Manage Change

Demonstrating Leadership CC

Managing the Business CC


September, 2010

Emerging Leaders (Band 6- 8)

Objectives : Leadership awareness and initial preparation exploring basic Leadership concepts

1-2 years before appointment 1-2 years before appointment

Emerging Leader Tracks

http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/85257543%3A0065CAF0

Activities

Leader Foundation

http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/85256F95%3A006F9CBD

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

Strategy reading for potential managers

= F2F Learning

= Virtual Learning

= Self Study/Others

= GMT Local

Leadership reading for potential managers

http://www.books24x7.com/bookshelf.asp

Sam Palmisano's Home Page IBM CEO Understanding IBM - Our company, our values, our world IBM Annual Report

http://learning.atlanta.ibm.com/manager/quickview/mgrqv.nsf/

Pages/HomePage

= People Mgmt

= IBM Strategy

= Bus Acumen

= Tools for effectiveness

Lead ProComing soon


September, 2010

New Manager - Leadership Development First Year

Objectives : Support the transition, Introduce basic HR processes and concepts, Explore Leadership models & tools in IBM

Basic Blue (BBIL)

New Manager Orientation

Roundtables (recommended)

Leadership Forums* (recommended)

Informal Feedback / Coaching from Manager and HR Partner

Leadership Surveys (Basic Blue Participants)

Structured Review and Manager feedback evolution

HR Partner 1:1

Leadership Videos

MFP Survey

* Ex: Manager’s Day, Manager’s Gym, Blue

Clubs

12m3m (after appointment) 6m 9m

Exploring Manager Portal (recommended)

Financial acumen toolkit for managers

(recommended)http://w3-01.ibm.com/hr/global/managerportal/financial_toolkit.html

ActivitiesFeedback

IBM Mgr Community (recommended)

http://learning2.atlanta.ibm.com/leading/ibm_new_manager.nsf/web/LCCommunity?Open&Login

Diversity Awareness

Diversity: WIKI (optional)

Leadership tools and resources (recommended)

= F2F Learning

= Virtual Learning

= Self Study/Others

=GMT Local

http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/85256F95%3A0003FF10

http://w3.tap.ibm.com/data/medialibrary/media/87873.exe/331323/2010_08_10_5720_Manager_Portal_Tutorial_in_Por.exehttp://w3.tap.ibm.com/data/medialibrary/media/87874.exe/331323/2010_08_10_5952_Manager_Portal_Tutorial_in_Spa.exe

Business Ethics for Managers (PD0172)

(recommended)

https://w3.tap.ibm.com/w3ki08/display/LADIwiki/01.Welcome

http://learning.atlanta.ibm.com/manager/quickview/clusters.nsf/Content/185256E1C:0054439C?OpenDocument&showParr

Manager letter : welcome & acceptance

= People Mgmt

= IBM Strategy

= Bus Acumen


Fast BreakOnly if Manager came from

outside IBMhttps://w3.ibm.com/learning/lati/sites/explorer/do_search.html?searchhandle=

t&searchstring=MD710G

Under construction


September, 2010

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.

Click here to go back

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-guidance-site/html/pages/cf_overview.html

Link to Demonstrating Leadership: IBM Competencies – https://w3.ibm.com/learning/lati/sites/career-development-guidance-site/html/pages/cf_capability.html?capabilityId=CAP0010

Link to Managing the Business - https://w3.ibm.com/learning/lati/sites/career-development-guidance-site/html/pages/cf_capability.html?capabilityId=CAP0006

https://w3.ibm.com/learning/lms/content/wbt/directlink/yourcareer/assets/Career_Development_Discussion_QuickPoint.wmv


September, 2010

New Manager – Leadership Development Roadmap : Year 2

Objectives : Explore and reinforce leadership topics and concepts, improve leadership effectiveness

ActivitiesFeedback

BBNL Re-survey discussion (recommend)

MFP Q8 Meaningful Dialog

Performance Mgmt Giving Feedback

Leadership forums* (recommended)

Informal Feedback / Coaching from Manager and HR Partner

Leadership Surveys (after 6 months of BBNL completion)

Structured Review and Manager feedback

evolutionMFP Survey

* Ex: Manager’s Day, Manager’s Gym, Blue Clubs

1 - 6 m 7 – 12 m

Perf Mgmt : TBDM

Performance Management: Giving Feedback

MFP Q8 Employee Development: A Meaningful Dialogue

Performance Management: Team-Based Decision Making

http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/8525755B%3A005C90A8

Perf Mgmt : Setting Goals (recommended)

Diversity: Inclusive Leadership for mgrs

= F2F Learning

= Virtual Learning

= Self Study/Others

= LA Local

http://www.books24x7.com/bookshelf.asp

Exploring Leadership

Topics (optional)

http://learning.atlanta.ibm.com/hr/global/quickviews/hbra.nsf/pages/homepage

Diversity: Work/Life Flexibility for mgrs

Exploring MFP Guide(optional)

= People Mgmt

= IBM Strategy

= Bus Acumen


Under construction


September, 2010

http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/85257735%3A00733FDA

Fisrt Line Managers - Leadership Development Roadmap

Objectives : Leverage knowledge and experience, revitalize leadership concepts, methods and tools

Activities

EmpowermentCoaching for Leaders



Leading through inspiration

2-5 Years After Appointment

Coaching for Leaders: The G.R.O.W. Process Empowerment: A Personal and Organizational Perspective

Leading through Inspiration, Collaboration and Influence

Objectives : Consolidate knowledge / experience, develop advanced leadership and people management skills

Activities

IBM Competencies

Analyzing Your Leadership Behaviors


5 Years and beyond


Employee Experience

= F2F Learning

= Virtual Learning

= Self Study/Others

Diversity: Shades of Blue for Mgrs

Diversity: Microinequities The Power of Small

= GMT Local

Obs: If manager is working in an international role / environment., should take this course as soon as possible

Employee Experience MD363G

IBM Competencies


IBM Competencies


OR


LDM’sAccording BU’s/Countries

requirements

http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/852572BA%3A00573C2B

Leadership Surveys: Assess & Develop your Leadership

Effectiveness MD362G



September, 2010


Upline Managers - Leadership Development Roadmap

Objectives : Understand shift in the role (managing managers), revitalize leadership concepts, methods and tools

Activities

Leadership forums* (recommended) * Ex: Manager’s Day, Manager’s Gym, Blue Clubs

First Year After Nomination

Objectives : Consolidate knowledge / experience, enhance business acumen and leadership skills

Activities

IBM CompetenciesAnalyzing Your Leadership Behaviors


2nd Year and beyond

Upline Accelerator

Leading Leaders: Upline Accelerator

Strategic Alignment (Recommended after Upline ACC)

Strategic Alignment Module for Upline Leaders


= F2F Learning

= Virtual Learning

= Self Study/Others

=GMT Local

http://learning.atlanta.ibm.com/manager/quickview/mgrqv.nsf/Content/85256B7D%3A004588C4

Exploring Leadership

Topics

= People Mgmt

= IBM Strategy

= Bus Acumen


Employee Experience

Employee Experience MD363G

Self Awareness

Self-Awareness for Individual Effectiveness for Uplines


September, 2010

Peo

ple M

gm

tIB

M S

trategy

Bu

s &S

trategic

Acu

men

To

ols fo

r E

ffectivenss

New Manager- roadmap coverage for Key Leadership Disciplines

NMO BBNL Perf Mgmt Feedback

Meaningful Dialogue

BBNL Re-Survey

Perf Mgmt

TBDM

Leadership Videos &Podcasts

Financial acumen toolkit

Coaching for

leaders

Empowerm. Leading through inspiration

Upline accel

Strategic Alignment

X X

X

X X X

X

XX X X X X X X

X

XX

X

X

X

X

X

X

O = Local offering

Leadership Forums

O

O

O

O

X =LD portfolio


September, 2010

2010 Leadership Development Framework LA – Leadership Academy

Documents

Transcript of 2010 Leadership Development Framework LA – Leadership Academy