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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
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