Leadership development point of view 2015
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Transcript of Leadership development point of view 2015
Leadership Development v. 2.0
2015
An Implement Point of View
2
Facts about Leadership Development in Implement
Hogan MBTI 6 Styles WholeBrain Situational Leadership
Certificates
Recent Publications
28
12
8
# of leadership development
specialists in Scandinavia:
Turnover
2014/15:
64m DKK
… and more
Collaborations … and more
3
In brief
For decades management thinkers across the world have offered their views on the elements of great leadership. A
combination of these experts have been inspirational sources for us when we zoom in on The Implement Angle on
great leadership and great leadership development. This point of view shares the highlights of our views on
leadership and leadership development:
1. Leadership and leadership development shall mirror the strategic journey of the organisation
2. We are normative about the how and why of good leadership
3. We measure the impact
4
STRATEGIC LOGIC
ECONOMIC LOGIC
EXTERNAL FOCUS
INTERNAL FOCUS
One Company
Customer Centric
Turnaround Accelerated
Growth
Change the Game*
Strategic transformation calls for a change of leadership focus
Organisations are typically undergoing one or
more of five strategic transformation journeys
Any strategic transformation calls for a change
of leadership focus, which may require
accelerated leadership development
Leadership development need to support and
strengthen the strategic transformation journey
of the organization
“Strategic transformation”: Albertsen, Kirkegaard and Leifelt, 2012
5
Strategic themes that may trigger leadership development
One Company
The organization has been growing and developing organically and/or via mergers and acquisitions. There is a need to consolidate the
organization and deliver on the internal synergies. It is crucial for management to create a shared vision that makes sense at all levels of the
organisation, to break up the organisational silos and create strong horizontal leadership integration in order to make all units and employees
work more as one company.
1
Turnaround
The organisation has been struggling to deliver the expected results and more serious measures need to be taken in order to secure the long
term survival of the organisation. Leaders must show consequence and “hard empathy” in the way their performance manage their unit. Tough
decision making and rapid execution of decisions must prevail and leaders will need to re-create the engagement at all levels.
2
Customer Centric
The organisation has failed to focus on the marked and the customers and has become out of sync with their customer needs, thus loosing
market-share to the competitors. The task for leaders in the organisation is to build passion for the customers and direct strict focus on customer
satisfaction. Dedication to product quality and customer service is crucial.
3
Accelerated Growth
The organisation has an unexploited product or market potential and need to put measures and strategies in place that will secure the expected
growth before competitors catch up. Leading organisations towards accelerated growth requires leaders who knows how to set motivating and
stretched targets, conduct pace-setting leadership and constantly keep their eyes on the market development.
4
Change the Game
The organisation is facing technological or legislative changes that will transform their industry and it is time for the organisation to explore new
ideas and perhaps to re-invent it’s business model. This situation calls for leaders that are courageous and passionate about finding a new path.
Leaders need to drive innovation and ensure a shift of mindset and culture towards the new business model.
5
6
One Company
Leadership capabilities:
Communication of the shared vision
Integration vs diversification
Collaborative leadership (compromising)
Changing old habits
Cultivate constructive differences
Alignment and implementation of common
systems and tools
Typical Pains:
Cultural tyranny
Unrealizable potential of synergy
Us vs. them culture
Information chaos
Reference cases:
7
Turnaround
Leadership capabilities:
Prioritization and economic awareness
Balance hope and crisis awareness with short
term focus through symbolic actions
Managing lay-offs and cutbacks
Communication and clarity – Handling resistance
Executive management team closer together –
strong sense of unity and support within
management teams
Typical pains
Hesitation on difficult decisions
Leaders appear troubled and unapproachable
Marionettes of top-management
Low interest in employee contribution
Talent retention
Silo thinking instead of company
Reference cases:
8
Accelerated Growth
Leadership capabilities:
Internationalization - outlook towards new
markets
Talent recruitment and development
Cultivate a shared value proposition
Integration of new companies (acquisitions)
Nurture company DNA
Branding
Typical Pains:
Diffuse target overview
Excessive focus on numbers
Onboarding new organization
“Kill your darlings”
Reference cases:
9
Customer Centric
Leadership capabilities:
Focus on clients’ demands
Awareness of the future needs of the client -
and capable of acting proactively.
Client engagement in leadership development
Seeing the business from the clients
perspective (outside-in)
Typical Pains:
Concerned about own product/service
Unable to develop an effective organization
delivering on customer service expectations
Capacity design – aligned with x--- demands
Unable to create LEAN customer service
delivery system
Reference cases:
10
Change the Game
Leadership capabilities:
Driving innovation
Capability building + development
Cultural agility
Individual ability to acquire new competencies
Flexible thinking
Typical Pains
Leaders are unable to challenge and rethink
the industry
The organizational culture is not ready for the
new challenges
Incentive systems remunerate old behavior
Reference cases:
11
Great leadership is …
Customer centric – speaks the voice of the customer
Authentic – has personal integrity and engagement
Purpose driven – creates meaning through a compelling mission and vision
“Gutsy” – shows courage and intelligence to confront inappropriate processes
and behavior
Collaborative - trust-based balance of employee loyalty and autonomy
12
Business impact of great leadership development
We use the following KPI’s to measure the business
impact of leadership development and changes in
leadership behavior:
Increased retention-rate (of key people, un-wanted leavers)
Increased employee engagement / satisfaction
Deeper strategic understanding and sense of purpose
Lower average number of sick days
Efficient execution of strategic decisions
Increased speed of change execution
Efficiency measures
Service measures
Quality measures
Traditional financial measures
Leadership impact measurement is not an exact scientific discipline, therefore, we have to use our analytical skills and insights from
research:
“Leadership has been a primary driver of employee engagement for as long as we have studied it. Our studies (…) have shown a
clear correlation between high employee engagement and improved financial and operational results.”
Global Workforce Study, Towers Watson 2012, p. 9.
Learning
activity
ASSESSMENT
0-7 days before
Pre-test
?
@
LEARNING
@
0-14 days after
Satisfaction and post-test
?
@
IMPLEMENTATION
6 months after
Job test
?
@
Knowledge
Attitude
Behavior
Knowledge
Attitude
Satisfaction
Knowledge
Attitude
Behavior
WHAT WE MEASURE...
13
The Implement edge on Leadership development
”Improving business through people”
Scandinavian – we are experts on Scandinavian leadership
Focus on business - we prefer to talk about your actual business challenges
rather than models and theories
Impact – we create a measurable impact of leadership behavior
Normative – we take pride in having an attitude to leadership behaviours
Expertise access – we have 350+ colleagues with deep functional expertise
in related areas
Change with Impact.