1. BEST PRACTICELEADERSHIP DEVELOPMENT PROGRAMS (LDPS)

2. Precursors to LDP Cultural awareness and diagnostic tools for OD/HRD Competency frameworks Mature human resource function Strong leadership commitment (implicit and explicit) An SBU level independence of organizational LDP1

3. LDP Development Phases Business Diagnosis Alignment with business vision, objectives, organizational culture and business impact areas Objective definition and manifesto (Concept Document) Assessment Building an assessment tools inventory Program Design Defining operational details of the program Implementation Change management On the job support Creating support structures on the job for transference of learning Evaluation2

4. Business Needs Diagnosis for LDP Business Needs for LDP by Assessment Methods by Usage Importance frequency100% 120%90% 95%80% 100%70% 75% 100% 94%60% 89% 80%50% 53% 52%40% 72%30% 60% 31% Importance20%10% 50% 40% 0% Usage frequency 20% 22% 17% 17% 0% 3

5. Leadership Frameworks Developmental Strategies Key Components of the LDPs Action(able) learning (in order of the frequency of use) Exposure to senior executives Increasing awareness Experiential learning 360-degree feedback Working from core individual values and vision Commitment to corporate vision and strategy Simulation-based learning Group interventions Visioning sessions Internal case studies Modelling Whole-scale interventions Scenario planning Cross-functional rotations Assessment centers Organizational or corporate indicator models Other4

6. LDP content Content of programs by Frequency Content of programs by Emphasis Content of LDPs Most Emphasised Content Teaming, teamwork Teaming, teamwork Giving and receiving feedback Customer service Results-based decision making Ethics and integrity Ethics and integrity Giving and receiving feedback Customer service Results-based decision making Coaching Coaching Innovation Business acumen Business acumen Emotional intelligence Emotional intelligence Innovation Systems thinking Building networks and alliances Diversity (race, ethnicity, thinking styles, or all forms) Financial acumen Productivity Sales Other Stress management Consensus building5

7. Critical Success Factor : Leadershipbehavior Critical Leadership Behavior for Success of LDP Importance % Ties compensation to initiative 27 Articulates case for change 67 Participates in education and training 73 Facilitates education or training 47 Integrates initiative into strategic plan 60 Models behavior consistent with strategy 73 Allocates funds for the initiative 936

8. Critical Success Factor : LDP Design Eight-week follow-up on action plans Leadership development training, employee behaviour standards, measuring the importantthings, accountability at all levels, communications at all levels Shared ownership of ideas, trust individual and group expression and Improvisation Dedicated internal coaches to participants Cross-functional strategic leadership teams Use of informal opinion leaders identied through survey and targeted behaviours for change Personal growth and behaviour/learning plan and written contract; post program reassessment nineto twelve months following participation Development of a leadership strategy that is aligned with and helps drive the business strategy Building of effective networks and thinking without boundaries 7

9. Business Impact: Measures of ROI Measures of ROI 100% 90% 80% 87% 70% 73% 60% 67% 50% 53% 40% 30% 33% 20% 27% Frequency of Usage 10% 7% 0%8

10. Best Practice: Food for Thought Best LDPs are strategically aligned to business needs LDPs are based on customized frameworks (many dont have a competencyframework associated with it) Best LDPs are developmental and not evaluative in nature Best programs are evaluated and have a capability building objective (metric)associated with it Internal controls over the quality of programs are important Best LDPs are constantly critically validated by OD/HRD departments ROI measures must be placed even though impact is difficult to measure Creating internal capability for LDPs Best LDPs are integrated with other OD initiatives like change and culturemanagement9

11. Appendix I : The sample for study USD in Million Company Industry Employees (*,in Billion) Agilent Inc. Technologies, Electronics 36,000 $6,010.0 Corning Communications 23,300 $3,164.0 Delnor Hospital Health care 1,382 $235.1 Emmis Communications, Media 3,080 $533.8 First Consulting Group Business services 1,775 $282.7 GE Capital Finance 315,000+ $131.7 * Hewlett-Packard Computer hardware 1,41,000 $56,588.0 Aeorspace Technology, Honeywell manufacturing 100,000+ $22,274 Intel Manufacturing, electronics 78,700 $26,764.0 Lockheed Martin Aerospace, defense 1,25,000 $26,578.0 Mattel Consumer products 25,000 $4,885.3 McDonalds Corporation Leisure, restaurant 4,13,000 $15,405.7 MIT Education 9,400 $1,664.7 Motorola Telecommunications 97,000 $26,679.0 Praxair Chemicals 25,010 $5,128.0 St. Lukes Hospital Healthcare 5500 $424 StorageTek Computer Hardware 7,100 $2,039.6 Windber Medical Center Healthcare 427 $5410

12. Appendix II : Ldp Practices Company Leadership Competencies Developmental Approach Builds equity in the Agilent brand - Practices strategic portfolio 360 Degree feedback: one annual and management three quarterly mini feedbacks - Promotes a global brand - Creates a boundary less organization Practices active leadership Coaching & Mentoring Programs: Eight - Leads people week review for each of the parallel - Actively manages talent approaches. Mentors are matched with - Models accountability Agilent Inc. (Excellence) psychometric tools & developmental - Models trust, respect, and teamwork needs. - Models uncompromising integrity Delivers superior market-driven performance Five Camps: A five stage classroom & - Focuses externally on the customer experiential learning approach. Each - Drives for results camp is followed by a project. - Models speed Movement to the next camp only after - Models focus coachs recommendation. - Models innovation11

13. Ldp Practices contd. Functionally aligned internally developed framework called five stage innovation & Leadership model across the company focussing on entrepreneurial and Only one offsite for classroomCorning (Innovation Innovation competencies. learning. Completely on the job Management and - Road mapping learning model with a coach. No growth) - Managing Portfolio mentoring. - Innovation Management - Customer Understanding - Self Leadership Nine Principles, no competency frameworks besides 4 EQ competencies. No competencies measured. 5 Business impact areas ( Service, Quality, Cost, People, Growth) measured through nine Two day leadership development behaviours/principles. offsite annually. Strong project Commit to excellence based leadership development Delnor Hospital Build a culture around service through entrepreneurial practice. (Service Quality Coaching and Stakeholder feedback Excellence) Build accountability akin to 360 feedback used for Create and develop leaders development purposes only. LDP Recognize and reward success integrated with balanced scorecard. Focus on employee satisfaction Measure the important things Communicate at all levels Align behaviors with goals and values 12

14. Ldp Practices contd. Eight Core competencies: Informed decision making, Innovation & agility, Three day LDP integrated with Passion for excellence, personal integrity, balanced scorecard.Emmis (Developing Talent teamwork and collaboration, customerto be competitive, Change focus, vision into action, accountability. management) Five additional Leadership competencies: Strategic perspective, motivation, building Leadership coach and project and leading teams, managing talent, based developmental plans. efficient resource management Leadership competencies unclustered and 360 degree feedback based divided into key behaviours in five assessment annually and coaching proficiency levels. bimonthly. Business acumen Project based learning with coach Business development Mentoring for women candidates Citizenship Development centres First Consulting Group Client relationships Psychometrics for self awareness (Talent development) Courage and regulation Emotional competency FCG operations Motivation Sensei Harvard programs Team play Vision 13

15. Ldp Practices contd. GE Capital (Change 360 degree based analysis and coaching and organizational analysis based management and retention ) feedback. 5 day offsite program akin to a development centre. Hewlett-Packard (M&A) Quarterly LDPs focussing on EQ EQ based programs usually self No separate leadership competency nominated or supervisor nominated. Honeywell (Six Sigma as a framework. Measures of leadership Psychometrics used for self mindset) as impact to business metrics used awareness and mentoring as a major instead. leadership tool. Completely project based approach. To reach a level of WOW project an Performance in special projects used employee is required to exhibit theIntel (project management and as a measure of leadership. Special required behaviours in the project. efficient innovation) focus on team building and 20 days comprehensive activity management. based programs with 12 hours of classroom training. Two separate programs for both the Innovative two pronged program. One leaders types. One concentrating on for formal leaders and second for transactional and the other informal leaders. Formal leaders transformational leadership.Lockheed Martin (change and assessed by change management Psychometrics used for EQ capability building) prowess while informal leaders development. BEI used for assessing assessed by partnership/support/ levels. Fast track LDPs with projects customer relationship driven depending on coaches competencies. recommendation. Full time coaches employed. 14

16. LDP Practices contd. Purely coaching based approachMattel (Organizational Culture No leadership competencies. and on the job development with Sustenance) twelve week Platypus programs. Three key competency clusters Four phased program followed by divided into fifteen a second line manager driven competencies along with program for leadership McDonalds Corporation balanced scorecard based development. Leadership coach(Cultural and customer service metric system used to assess used through out the program but excellence) impact. no mentoring. High importance Thinking skills placed in peer and internal People skills customer feedback. Business understanding15