Leadership pipeline

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Transcript of Leadership pipeline

  • 1. Rebuilding Your Leadership Pipeline: Spotting tomorrows Talent TodaySteve WaterhousePredictiveResults.com

2. The most important responsibility that all of us have is to develop the leaders of thefuture. Its the greatest challenge that wehave, and the most important legacy that we can leave behind. William C. Weldon Chairman and Chief Executive Officer Johnson & Johnson October, 2006 3. The Data Some benchmarking data: 64% of new executives hired from outside thecompany 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 threeyears in the job(Drucker). 2% of organizations believe they are doing a greatjob at developing leadership talent(SIOP).3 4. What HappensWhen They Fail? Fired. Disagreements about organizational direction. Personal reasons. Better opportunities. Partially competent, so colleagues do work- arounds and ignore deficiencies. 4 5. Where Did We Fail 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 andbehavioral). Poor definition, coordination and control of the screeningprocess. Collecting insufficient data or irrelevant data. Overvaluing external candidates and undervaluing internalcandidates. 5 6. Where Do They Fail Sins of Omission1. Failing to deliver results.2. Failing to re-create a network.3. Failing to listen to/respond to feedback.Sins of Commission4. Delivering the wrong results.5. Breaking trust.6. Living in the past.7. Being more I oriented than we oriented. 6 7. The Good News: Some companies doa much better job at this than others. What do those companies do? 8. They do as good ajob assessing theorganizational fitas they doassessing thecandidates skills. 9. Five Key Organizational Fit Variables1. The position.2. The leadership group.3. The CEO or other immediate manager.4. The organizational culture.5. The industry culture. 9 10. What Internally Matters? What is the strategic mandate? Will they be able to shape the role? Operational responsibilities? Decision-making authority? Change expectations (internal andexternal)? What do the data tell us about successfulleaders in this organization?10 11. The CEO/Immediate Manager What are the characteristics of the person that thisperson will be working for? Technical knowledge Strategic priorities. Personality/work style. Expectations of the leader. Authority and support given to the leader. 11 12. The Organizational Culture What type of organization willthis person be working in? Stable? Successful? Changing? Legacy? Technical? Centralized? 12 13. Leadership Formula 13 14. 3 Leadership Styles Authoritative Persuasive Technical 14 15. Leadership Styles Authoritative Goal Driven Drives change Demands action Holds others accountable Takes credit 15 16. Leadership Styles Persuasive People oriented Builds consensus Inspires change Motivates others Gives credit 16 17. Leadership Styles Technical Task oriented Highly innovative Sets high standards Micro manages Demands results17 18. What Style Do You Need?PersuasiveAuthoritative Technical People oriented Goal Driven Task oriented Builds Drives change Highlyconsensus innovative Demands Inspiresaction Sets highchangestandards Holds others Motivates accountable Micro managesothers Takes credit Demands Gives creditresults18 19. How To Find ThemResume/Interview Behavioral Assessment19 20. Always Be Looking Constantly update your models Scan behavior styles of current candidates Develop potential leaders early Be willing to change candidates if yourneeds change Partner with senior management in theprocess 20 21. They Are Out There 21 22. Rebuilding Your Leadership Pipeline: Spotting tomorrows Talent TodaySteve WaterhousePredictiveResults.com