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Potential for What? Developing the

Successful Public Leader by Design

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Today’s Agenda

• Introduction - 5 minutes

• Feature Presentation and Q&A - 50 minutes

• Wrap Up - 5 minutes


Joy Kosta, Senior Director

Talent Development & Leadership Community

Human Capital Institute

Today’s Moderator

www.hci.org


Today’s Guests

Scott Spreier

Leadership and Talent Practice Leader

Federal Sector

Hay Group, Inc.

Brian Frawley

Senior Consultant

Hay Group, Inc.

Core components of an

effective workforce, which

foster high performance

include the right talent and

strong leadership

Roadmap to Reform

Partnership for Public Service

7© 2010 Hay Group. All rights reserved

The world – and work – are being reshaped

The landscape of the public sector is changing A call for more effective leadership

A demand for more innovation, accountability, and productivity

The world of work is changing Change and uncertainty are here to stay

The skinny organization is ‘in’

Needs, expectations, and values are changing

The world itself is changing Environmental, political, and financial uncertainty are the norm

Technology shapes everything: what we do; who we are

Our culture is changing


This new landscape requires a different kind leadership

A growing need for leaders at all levels who: Are comfortable with ambiguity and change

‘Command and control’ only when appropriate

Collaborate across organizational boundaries

Embrace Innovation

Take risks and claim accountability

Can leverage and manage a diverse workforce

Think strategically and ‘holistically’

Understand technology: both its power and its limits


These changes are reshapingleadership selection and development

A need to align organization, roles, people

Organizational

context

Risks/

benefits

Roles

People

Strategy,

organizational

model, structure and

culture –environment

in which work gets

done

The capacity

of your

people in

relation to

role demands

Mission critical

roles in context of

the business, and

implications for role

requirements


Step One:Understand the organizational context

Determine how your organizational

requirements will impact your leadership needs

Decode your strategy so that future leadership and talent needs

are apparent

Analyze the implications of your operating model to

organizational requirements

Identify implications for your future leadership needs


Step Two:Understand the organizational context

Identify your mission-critical roles

Decode your strategy so that future leadership and

talent needs are apparent

Analyze the implications of your operating model to

organizational requirements

Identify implications for your future leadership needs


Step Three:Create a role matrix

Define the parameters of critical roles by:

Complexity / level of work

Type of leadership role

Key accountabilities

Critical competencies


Numerous levels of complexity

Levels

of

Work

Advisory Roles Collaborative Roles Operational Roles

StrategicImplemen-tation

TacticalImplemen-tation

StrategicAlignment

StrategyFormation

EnterpriseLeadership

Positioning a business/function within broadly defined business strategy. Scan environment to anticipate impact of external events

Responsible for organization's overall policies, strategies. Goals broadly defined (e.g. enhance international operations). Often confronting unknown.

Op

era

tio

na

lS

tra

teg

ic

Setting broad strategy for business/function, integral to enterprise’s

purpose.

Turning functional policy into reality, using a considerable degree of interpretive, evaluative and or constructive thinking to address new and evolving issues.

Accomplishing clearly defined functional objectives within

established policy, with focus on continual improvement.


Distinct types of leadership roles

Levels

of

Work

StrategicImplemen-tation

StrategicAlignment

StrategyFormation

EnterpriseLeadership

TacticalImplemen-tation

Collaborative Roles

Coordination of internal resources or

relationships with external partners to deliver measurable

results

Operational Roles

Directly accountable for achieving

business results through direct control

of significant resources

Advisory Roles

Guidance and advice to support

achievement of results by developing functional capability

Op

era

tio

na

lS

tra

teg

ic


Different level / type roles call for different competencies sets

Level of Work Advisory Collaborative Operational

Enterprise

Leadership

N/A N/A Self-confidence

Team Leadership

Results Orientation

Strategic Insight

Strategy

Formulation

Building Sustainable

Organizations

Service to Stakeholders

Strategic Insight


Organizations

Cross Boundary Collaboration

Organizational Commitment

Strategic Relationship Building

Strategic Insight


Organizations

Team Leadership

Results Orientation

Strategic Insight

Strategy

Alignment


Broad Scanning




Team Leadership

Results Orientation

Holding People Accountable

Strategy

Implementation


Broad Scanning



Team Leadership

Results Orientation


Core Competencies

Required for

Success at

Executive Level

Analytical Thinking

Broad Scanning


Influencing Others

Initiative

Interpersonal Understanding

Organizational Awareness


Results Orientation

Self Confidence

Strategic Insight

Team Leadership


Avoid the urge to ‘type by title’

LE

VE

LS

OF

WO

RK

Str

ate

gic

Opera

tional

Advisory Roles Collaborative Roles Operational roles

Enterprise

leadership

Strategy

formation In a service environment

Strategic

Alignment In support environment

Strategic

implementation In R&D environment

Tactical

implementation

Behaviors required:

Client (internal) focus

Team contribution/work

Conceptualizing fit to

business need

Behaviors required:

Results orientation

Strategic perspective

Leading change Behaviors required:

Partnering to deliver results

Influencing without authority

Networking

CIO: one title, three roles


Step Four: Assess your talent using the matrix

Target Position 1 Target Position 2

Current Position

Leadership Role Types

Advisory Roles Matrix Roles Operations Roles

Me

diu

mLow

Hig

h

Strategic

FocusModerate

Risk


Proximity to Business Results

Advisory Matrix Delivery

Enterprise

Leadership

Strategy

Formation

Strategic

Alignment

Implementation

Tactical

ImplementationStr

ate

gic

Co

ntr

ibu

tio

n

Step Five: Map your talent against the matrix

Career Growth Opportunity

Chris would benefit from having more opportunities to expand his network of relationships within the organization.

Chris should also begin to broaden his skill set in other functional areas (e.g. marketing). This would increase his capability to provide strategic insight for the customer.

Risks

Chris may have difficulty assuming a role where he is not the subject matter expert and where he may need to actively solicit the advice and support of others.

Next Steps

Chris leadership competencies could be developed and sharpened by moving into a major business and operations role. This movement will demand some strategic preparation and developmental planning but could be an important step in preparing him for a larger role in enterprise leadership.

Chris’ Current Role

Suitable Progression

Stretching Progression

Risky Progression


Case Example: Large Defense Contractor

Talent Management Project:

Designed an Assessment and Development Center to profile the

strengths and development opportunities of future leaders for mission

critical roles

Provided customized feedback to help participants identify and

understand potential “gaps” between their actual performance and

outstanding leadership behavior

Began a partnership of developing leaders across businesses and

functions to meet current and future challenges


The Assessment Process

Leadership Competencies were assessed through the following

exercises at the Assessment and Development Center:

Behavioral event interview

Two role play exercises

A case study

A group exercise

An overall assessment of Self Management was assessed

throughout the participant’s performance at the assessment center.

Organizational Climate and Leadership Styles were assessed

through surveys administered prior to the Center to participants and

their immediate teams.


Following each Assessment and Development Center, all assessors gathered on the following day with business leaders who partnered in the process to discuss their ratings of the participants and calibrate their assessments.

In the month following each Center, Hay Group consultants provided participants with behaviorally based feedback and a one-on-one phone consultation based on their performance at the Center and the results of two on-the-job surveys.

Feedback from the Center was combined with on the job data in order to facilitate ongoing development and succession planning.

e Defense Contractor

Assessment Follow-Up


The benefits of a well-designed

talent management strategy

Common succession / talent management language

Alignment of organizational needs with leadership demands

Improved efficiency in selecting and developing leaders

Identification and minimization of risk

Peaceful transitions


Reactions or Comments? What is your key take away from this session?

It’s your turn! Ask our experts…

Need assistance? Call Member Services (866) 538-1909 or email [email protected] assistance? Call Member Services (866) 538-1909 or email [email protected]

Brian Frawley

[email protected]

www.haygroup.com

(703) 841 - 3149

Scott Spreier

[email protected]

www.haygroup.com

(469) 232-3857

mailto:[email protected]

http://www.haygroup.com/

mailto:[email protected]

http://www.haygroup.com/


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