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Accelerating the Development of Emerging Leaders

Best of Talent Management SummitGuangzhou, China

March 2009

Dr. Karen Steadman Dr. Dirk Baxter

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Objectives of the Session

► Evaluate business case for early investment in leadership

► Understand work and life trends for today’s emerging leaders

► Review methods, examples, and case studies for accelerating development

► Discuss full client case study – Schick an Energizer Company

Ms. Amy Cheung

INVESTING EARLY IN LEADERSHIP

Business Case

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Life is Accelerating

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Timeline to Acceptance is Accelerating

Year item of service is introduced

Facebook (2004)

IPod (2001)

Cellphone (1983)

Television (1928)

Telephone (1876)

Year reached 150 million users worldwide

2009

2008

1997

1966

1965

5Portio Research as cited in Fortune Magazine (p. 54;

March 2, 2009)

5 years

7 years

14 years

38 years

89 years

Timeline to Obsolescence is Accelerating

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GNU Open Source Documentation

Power of Time – Investing Early in Leadership Produces Returns Over the Long Term

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www.betterexplained.com

Power of Time - Leadership Applied Well Produces Dividends over Time

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“Bridging China’s Talent Gap”

Positive qualities of educated Chinese workers

► Young, bright, urban.

► Recently educated at university.

► Eager to work for multinationals or for top domestic companies.

► Hard working, ambitious and dedicated.

Common Problems

► Foreign-language skills, especially spoken English.

► Education often too theoretical rather than practical.

► Inexperienced, but expect good salaries and rapid advancement.

► Frequent job-hopping (with annual talent turnover in some companies 10-30%.)

9Source: Bridging China's Talent GapExecutive Action No. 221, The Conference Board February 21, 2007

Rapid Acceleration

• Leaders need to learn and produce more quickly than ever before

Power of time

• Early investment allows opportunity to reinvest leadership dividends back into company

Widening gap

• Emerging markets will require large numbers of leaders to match rapid economic growth

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TRENDSAccelerating the Development of Emerging Leaders

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Adaptation to Accelerated Pace of Life

► Transience

Geographies

Modular vs. Permanent

►Novelty

Science

Experience

►Diversity

Rise of subcultures

Change in relationships ► Alvin Toffler

Future Shock (1970). Bantam Books

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Blending of Work and Life Trends

► Intense

► Experiential

►Connected

►Meaningful

► Visible

►Modular

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Corporate EcoChallenges

METHODS AND EXAMPLESAccelerating the Development of Emerging Leaders

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Sabbaticals

$400 million

annual

revenues

Increasing

presence in

Asia

> 100 year old

privately held

company

Manufacturing

Industry

“Diversifying employees’ exposure to the whole enterprise (while they cover the work of someone on sabbatical) is the reward. We identify high potentials

and invest in them … sabbaticals have to be a key element of that.”

Chief Financial Officer, Manufacturingyoursabbatical.com

Action Learning Projects“Working on the Business”Collaboration

► Senior leaders sponsor and support

► Opportunity to mix leaders across function and location

► Projects tied to business outcomes

Reduced cost

Strategy

Opening new markets or launching new products

Six sigma

Healthy Competition

► Opportunity for teams to compete globally

► Each individual can be provided a leadership challenge

► Selection for impact on the actual business

► High visibility presentations

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Job Shadowing

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► Structured participation in “a day in the life” of someone else

► Opportunities

Level of seniority

Lines of the business

Geography

Field vs. corporate

Front office vs. back office

“I require all of my new leaders to spend time in the field with agents who are handling cases after a storm. They need to pass out water, help a customer fill out papers after their house has been lost. A new VP in my organization has to

know who it is that they are really working for.”Head of Operations, Insurance

Reverse Mentoring

What is Reverse Mentoring?

What are the unique benefits?

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“She’s my mentor” – 55 yr old

“No, she’s my mentor” – 24 yr old

LA Times, March 6, 2009

Simulation

Real people,

real environment,

simulated situation

Real people,

simulated environment,

simulated situation

Simulated people,

simulated environment,

simulated situation

Continuum of “simulated reality”

VirtualLive Created

Interaction with a coach who

provides ratings and immediate

feedback

Management games or business

simulators

Online environments pairing teams

vying for resources

QUESTION AND ANSWER PERIOD

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Mixed Industry –Small Group Presentations

How is your organization developing emerging leaders? Describe programs.

What are some of the challenges you face with this group of leaders? Are they different than other groups? Describe examples.

What questions do you have for the expert panel?

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