high impact executive development - rick helliwell

Insight into the most effective executive leadership development programmes

Dubai International Summit: 7 – 8 September 2015 – Rick Helliwell

Saying you need effective executive leadership is like saying that you have to make a profit to stay in business.

McKinsey research has consistently shown that effective leadership is a critical part of organisational health and is a driver of shareholder returns.

LEADERSHIP CAPABILITY

Leadership Research Studies

ROI• Relevant, impactful and reinforceable• Supported from the top. • Consistent with values and behaviours• Measurable, linked to business results

50% more revenue

80% more profit

Corporate Leadership Council Top-tier leadership teams deliver

significantly better financial results

Bloomberg Business-Week/Hay Group

The top 20 businesses for leadership acumen (blue) significantly outperformed the S&P 500 (green).

So, where should the focus be in executive

leadership development

?

-Solve problems effectively - make good decisions

McKinsey Global Research – 2015 189,000 people in 81 organisations globally

High-quality leadership teams displayed 4 key behaviours

-Operate with a strong results orientation

McKinsey Global Research – 2015High-quality leadership teams displayed 4 key behaviours




-Seek different perspectives & encourage employees to contribute ideas to improve performance

McKinsey Global Research – 2015




-Seek different perspectives & encourage employees to contribute ideas that could improve performance

-Support others with empathy, authenticity, building trust & inspiring colleagues

McKinsey Global Research – 2015


Leading in an increasingly complex business world

September 2011

Embracing a VUCA world

Less than 10% of those assessed had the appropriate strategic capabilities to

successfully lead through complexity

2015 Research Harthill Consulting/PWC 6,000 executives globally across business sectors

Executives must also understand technology & social media

Top tier leaders today seek different perspectives & are good

collaborators and networkers

Corporate Executive Board Research 2015

(71%) surveyed believe their leaders will not adapt to major shifts in the market or economic environment. The reason being they are unable to collaborate effectively.

Corporate Executive Board Research 2015

(71%) surveyed believe their leaders will not adapt to major shifts in the market or economic environment. The reason being they are unable to collaborate effectively.

The inability of leaders to collaborate results in organisations growing at slower rates, being less profitable and also less innovative.

Benefits of collaborative leadership

Combined Intelligence, Shared Experience More Creativity, Builds Trust and

Better Faster Decisions

Collaboration builds Trust Leaders build networks and confidence

in others and others build confidence in them.

Collaboration builds Trust Leaders build networks and confidence in others and others build confidence in them.

Through trust and credibility leaders can obtain business advice and inputs quicker and can as a result make better and faster decisions.

PWC’s Global Generational Study 2013 Millennials place high priority on workplace culture and teamwork & a sense of community.

88% Prefer collaboration over competition

Millennial leaders want to collaborate and be inspired

Millennial leaders want to collaborate and be inspired

Millennials also seek greater purpose in their work

Leaders must be capable of inspiring & engaging their talent

to get the best performance

Deloitte’s Global Human Capital Trends 3,300 business from 106 countries – 2015 Survey

“Organisations are recognising the need to focus on culture and dramatically improve employee engagement”.

#1 Top trend was Culture & Engagement

“A strong sense of purpose is also closely linked to positive

organisational performance”

Deloitte’s Core beliefs culture survey

Neuro-leadershipLeaders emotions and behaviours impact

on the motivation and engagement of their people and on their organisation’s success.

confirms the impact that engagement has on an employee’s ability to:

Solve problems - Make decisions - Stay cool under pressure - Collaborate with others

and Deal with change.

Neuro-Leadership scientifically

Self-awareness and Emotional Intelligence

EQLeaders managing their

emotions and the emotions of others have the greatest impact engaging with their

employees

“Engaged staff contribute more to organisational

success, and apply more

discretionary effort”

Leaders engaging talent delivers business results – so it matters!

Work Trends Survey: 29,338 employees surveyed in 2010 in over 20 countries including the UAE

Top 25% of Organisations

on engagement

Energising Employees Unlocking discretionary effort

I fit – a sense of belonging I’m clear - clarity and security I’m supported - Encourage & empowerI’m valued - Recognise contributionI’m inspired - Give ‘The Why’ the purpose

1. Executive development programmes must:

Build agile & commercially savvy leaders who can keep pace with

business complexity and make the right decisions


Develop great collaborators and networkers who build trust and

credibility


Grow self-aware EQ leaders capable of inspiring and engaging

their people to get the best performance

We all know 70% of learning happens in the workplace

Therefore ….. Focus on high-impact business

relevant executive leadership development activities

Focus on emerging executive talent…….• Understanding financial and business metrics• Learning the drivers of the wider business areas

• Understanding business strategy & decision making• Building business cases & how to lead effective change

• Developing an entrepreneurial commercial mindset• Learning creative solution strategies to business problems

• Understanding how to engage talent & inspire & build trust• Developing collaboration skills & building networks

Business presentations - challenges, opportunities and market drivers

Growing Business acumen

Collaborative learning given by leaders to

leaders

Developing knowledge of functional and commercial business drivers, metrics, financial and non-financial measures etc...70%

Connecting senior executives with emerging leadership talent

Engaging and

Growing Talent

Strategy discussion

forums

Building networks, growing strategic thinking & business awareness - giving insights into executive decision making.

70%

Building capability & innovative solutions through collaborative challenges

Generating innovative solutions

Strategic challenges

‘Workshops’

Emerging leadership meets & collaborates and problem solves, presenting solutions to real business strategic challenges.

.

70%

Building capability by targeted workplace experiences

Building Experienc

e

Short-term & Structured

Rotations and Secondments

Accelerate learning, break silos, build organisational capability and link to future succession.

70%

Coaching and Mentoring Initiatives

Internal & External Coaches

Sharing knowledge & wisdom

Build networking with senior executives shared business knowledge and strategic understanding.

20%

EQ self-awareness - people skills

Problem solving in a VUCA world

Executive Leadership Induction

Start Collaboration, communicate the leadership culture, share knowledge on L&D & Talent management support.

10%



Early Networks

Reinforce values and

high potential leadership qualities



Executive leadership workshops

Expert Learning

Cross-functional executive

development workshops

Talent engagement, self-awareness,EQ, global and market trends, technology and business innovation. 10%



Reinforce, Update & ComplementWith bite-sized, on-demand, digital learning resources, social learning -

articles, economic updates etc..

Takeaways – Executive Programmes

Develop commercial acumen & agility Build collaboration & leadership networks

growing trust and credibility Teach leaders about EQ, & the ‘Why’ &

‘How to’ of talent engagement Engage senior executives Importance of leadership induction Use technology for self-directed &

collaborative learning

Rick Helliwell

high impact executive development - rick helliwell

Leadership & Management