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Critical Competencies for Emerging Leaders
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Today’s Agenda
• Introduction - 5 minutes
• Feature Presentation and Q&A - 50 minutes
• Wrap Up - 5 minutes
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Joy Kosta, Team Leader
Organizational Development & Leadership
Human Capital Institute
Today’s Moderator
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Today’s Guest
Bonnie Hagemann Chief Executive OfficerExecutive Development Associates www.executivedevelopment.com
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Critical Competenciesfor Emerging Leaders
By Bonnie Hagemann, Executive Development Associates
Agenda
• Best practices of leading edge companies• Strengths and Competency Deficits of Next
Generation Leaders• Practical Tips for How to Address Competency Deficits• Model Development Plan using the Critical Thinking
Competency
Best Practicesof Leading Edge Companies
Trends in Leadership Development
• Based on our experience and our research– Trends in Executive Development conducted approx. every 2 years for
25 years– Identifying & Developing High Potential Leaders– High Impact Executive Coaching
• Research identifies emerging…– Trends and Innovations in Leadership Development– Best Practices– Top Priorities
• Provides a benchmark for your organization
Overview of Major Findings
Impact of the economy andBench Strength are major issues.
Companies are looking for ways to accelerate High Potentials.
Companies need leaders thatthink strategically & inspire.
Leader-as-Teacher model is key.
Hot Topics in Executive Development
Types of Activities Emphasized
Best Practices for Leadership Development
1. Linked to strategy and aligned
2. Top management driven
3. Includes coaching, leadership profile, feedback and development plans
4. Includes action learning
5. Leaders as Teachers
6. Mentoring Programs
7. Combinations - instructor-led, online, stretch, coaching, mentoring and action learning
Strengths & Competency Deficits of Next Generation Leaders
Why all the focus on Next Generation Leaders?
• Baby Boomers are retiring.• The vast majority of organizational leaders are Baby
Boomers, with the most typical age being 58 years old.• There are 11% fewer Gen Xers than Baby Boomers.• Generation Y (25 and under) will not be
management/leadership material for years to come.
The Impact of Demographics
Birth Chart BuildBirth Chart Build
GI Generation
56.6 Million
Baby Boomers
78.2 Million
Silent Generation
52.5 Million
Generation X
69.5 Million
Generation Y
79.5Million
Latino Immigration
40 Million+
1905 1925 1945 1965 1985
Sample Succession Chart
CEO
COO CFO S-Pres. VPMA CIO
CNO SVP HR SVP NetworkDev. VNA VP Dev. VP Service
Lines
CQO VP Construction
VP Marketing
Strengths of the Next Generation Leaders
• Ability to prioritize a multitude of important demands on their time
• Ability to delivery results/results oriented• A high integrity mind-set• Understanding of the technical side of the
business and the products and services
Competency Deficits of Next Generation Leaders
Processes Most Effective in Accelerating High Potential Development
Leadership Pipeline
Training Plan
Individual Contributor
Adaptive, collaborative, influence without authority
observable, 360-degree feedback tests, projects, working with others
E-learning $0-$500
Manager Goal-setting, business acumen, initiative, discern learning styles & motivations
Turn over in dept, results
E-learning & instructor led
$500-$2500
Manager of Managers
Can develop skills & people, look at bottom line,
Results, skip level for others, number of people promoted, retention
1:1 training/coaching, stretch assignments, cross-training
Manager of Function
Initiative of continuing ed + all for manager of managers
360-degree feedback
Manager of Business
Knowledgeable of all functions, motivates others, generates energy
Content Outcomes Delivery Investment
Model Development Plan Critical Thinking Competency
“Leaders aren't given the choice between dandelions and roses. It might be dandelions and chickweed. They are forced to make choices with too little time and too little information. It requires courage and a
strong stomach. I might be forced to make a decision in five seconds, which will then be studied for months by a team of 40 lawyers. The job that leaders have is difficult, and there are increasingly few people capable of doing it.” ~ George Buckley, 3M CEO
What is Critical Thinking?
And It Drives…
Can Critical Thinking Be Taught?
Yes! But like golf, being good at thinking requires…
FeedbackPractice
Poll questions
• Is developing the critical thinking competency in your leaders a top priority in your organization? Yes/No
• If so, does your organization have the right development tools in place to ensure the right level of critical thinking skills? Yes/No
Skill Building Goals at Each Level
Developing Critical Thinking – Individual Contributor Level
Content Activities Support
Assessment:Watson Glaser II & Development Report
Webcast: Applied Critical Thinking: A 3-Phase Approach to Developing Problem Solving & Effective Thinkers (Thinkwatson.com)
Reading:Critical Thinking Means Business (Thinkwatson.com/learn-resources.php
Goal Setting(WGII Development Plan)
Blog: Critical-thinkers.com
Critical Thinking U: (fee-based, blended e-learning)
Diverse Groups: team assignments
Manager: To support personal goals
Case Studies: Within organization(problem solving, decision making)
Leaders as Teachers: (e.g., different functional heads lead analysis of case/situation/problem)
Group Training Program (6 sessions over 3-4 months)
Training Objectives: 1) Define critical thinking and how it impacts business
2) Identify current critical thinking capabilities
3) Increase critical thinking skills
Tools for Development
Watson-Glaser Development Report
Online Training
Developing Critical Thinking – Manager Level
Critical Thinking Deep Dive
Phase 1: Assessment and Alignment; 2-4 weeks prior to workshop take assessment and meet with manager to identify high priority business challenges
Phase 2: Action Learning workshop (2 days); receive assessmentresults; learn critical thinking techniques (e.g., RED model),develop an action plan
Phase 3: Acceleration and Accountability; 1 month progress monitoringreport out; communicate success out to organization
Developing Strategic Thinking – Senior Manager Level
• Assessment feedback• One-on-one Coaching• Mentoring• Business Simulations
2011/2012 Development Trends Report
• We are currently gathering data from organizations through our biennial survey.
• Contribute to this survey and we’ll provide a complimentary full report including + an Executive Briefing as soon as it is released. (July 1st 2011)
• Please go to this website to complete the survey: http://www.infopoll.net/live/surveys/s35222.htm
Questions?
Resources
Free 2009/2010 Trends in Executive Development Report
1-on-1 High Potential Development Discussion
Leadership PipelineSpreadsheet
Decades of Differences: Managing Differences Webcast
Books Decades of Differences by Bonnie Hagemann and Ken Gronbach
The Leadership Pipeline by Ram Charan, Stephen Drotter, and James Noel
FYI: For Your Improvement by Michael Lombardo and Robert Eichinger
www.thinkwatson.com/hci
Research & Leadership Development Partners
Executive Development Associates– A leader in creating custom-designed executive development
strategies, systems, and programs that help organizations build the capabilities needed to achieve their strategic objectives. Learn more at www.ExecutiveDevelopment.com and [email protected].
Pearson– Publisher of scientific assessments used globally to hire and develop
the 21st century workforce. Our instruments measure critical thinking, problem solving, and a range of job skills to deliver data-driven insights that inform and clarify an organization’s human capital decisions. Learn more at www.thinkwatson.com.
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
It’s your turn! Ask our expert…
Need assistance? Call Member Services (866) 538-1909 or email [email protected] assistance? Call Member Services (866) 538-1909 or email [email protected]
Bonnie Hagemann Chief Executive OfficerExecutive Development Associates www.executivedevelopment.com
http://bonniehagemann.wordpress.com/ Blog
Join our LinkedIn group! http://bit.ly/HCIwebcasts
http://linkedin.com/in/bhagemann
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