Transcript NRF Template

Facilitating leadership continuity, building talent and
capacity within the National System of Innovation (NSI).
A Competency or Leadership Dilemma?
LIASA & CiCD Winter Seminar
National Library of South Africa (NLSA)
29 June 2009
Co-presenters:
Dr Daisy Selematsela
(NRF)
Dr Martie van de Venter
(CSIR)
Outline
Part 1 (Non technical competencies)
Is it necessary? Succession planning in a nutshell
Best Practices
Organisational Realities
Now what?
Building capacity at all levels
Part 2 (Technical competencies)
Practical Case Study scenario
2
Succession Planning in a nutshell
Conventional view:
“Succession planning is key to retention of leadership skills
and organisations need to plan for succession of
individuals to survive”
“It is all about developing capable individuals in line with
organisational strategies”
3
Succession Planning Best Practices
Identify key competencies needed by leadership team in line
with strategy
Define key competencies
Identify current organisational competency through
assessment tools – KPA, PDP, PDC
Prepare individual development plans
Assign mentors and coaches
Provide training & development opportunities
Integrate it with EE, Skills Development & other HR initiatives
Recruit the right people
Retain your top talent
4
Organisational Realities
Changing world of work….
Leadership dilemmas – transformational vs transactional
Effective succession planning essential tool to address
diversity and leadership
Succession planning becoming a Board/Council priority
Competitive advantage
Closed processes
5
Leadership Dilemmas
“Here today, gone tomorrow” (Gregory P. Smith)
Demand for effective managers continues to grow
Research conducted nationally & international confirms that
a significant number of organisations will see 40% - 50% of
their Executives leave in the next 5 years (Byham 1999)
6
Leadership Dilemmas – 8 elements
Smith’s 8 elements that high-retention orgs have in common:
Purpose – personal fulfillment & meaning
Caring management – “there are no bad soldiers – only bad leaders”
Work schedules that allow work/life balance – downsizing outs family 2nd
Honest updated information and communication
People want to enjoy their work environment
Performance management should be motivational and not punitive
Rewards & recognition should make people feel appreciated
Employees migrate to training and development opportunities
7
Leadership Dilemmas
“Execution: The Discipline of Getting Things Done “
(L Bossidy & R Chan)
According to Chan – CEO & senior team allot less than half
a day each year to review plans – people, strategy &
operation
This is a formula for failure
You need:
robust dialogue to surface the realities of business
Accountability for results to get things done…& you need followthrough to ensure plans are on track.
8
Leadership Dilemmas
“Predictable Surprises” (Bazerman & Watkins)
Were the earth-shuttering events of September 11 2001. predictable, or were they a surprise?
Disasters are preceded by clear warning signals that leaders either miss or purposefully ignore!
5 reasons why leaders are most likely to be “surprised”: We!
Tend to have positive illusions to conclude that a problem doesn’t exist or isn’t severe enough to merit
action
Tend to interpret events in an egocentric manner by accrediting blame in ways that are self-serving
Overly discount the future, reducing our courage to act now to prevent some disaster that we believe
to be quite distant
Tend to maintain the status quo & refuse to accept any harm that would bring about a greater good.
Rather than confronting unpalatable choices, we avoid action altogether.
Most of us don’t invest in preventing a problem that we have not personally experienced.
We only fix problems after we ourselves or those close to us experience significant harm.
9
Leadership Dilemmas
“Managing Transitions: Making the most of change”
(William Bridges)
“It isn’t the changes that do you in, it’s the transitions. Change is not
the same as transition. Change is situational; the new site, boss,
team, roles or new policy. Transition is the psychological process
people go through to come to terms with the new situation.
Change is external, transition is internal”
“Accountability Revolution” (M Samuel & B Novak)
“Accountability means that people can count on one another to keep
performance commitments & communication agreements”
10
Leadership Dilemmas : Anatomy of
accountability
• Clear intention
• Interlocking ownership
• Effective execution
• Relentless attack of
dysfunctional habits
• Responsive recovery
• Relentless measuring of
results
• Create a clear picture of
success stated as a result
• Each person deals with their
part of the project as if they
own the whole project
• Clear guidelines aroung
coordination, timing,
communication, actions etc
• Surface & address habits that
are impending on the teams
success
• Be prepared from the starting
gate to handle the inevitable
project glitches
• Frequent check-ins to ensure
the project is on track.
11
Leadership Dilemmas:
“Everyone a Leader: A grassroots model for the new workplace”
(H Bergmann, K Hudson, D Rust-Eft)
“Organisations need people at every level with the courage &
the skill to step up to leadership opportunities, whether they
are formally designated leaders or not”
Just remember to CLIMB:
Create a compelling future
Let the customer drive the organisation
Involve every mind
Manage work horizontally
Build personal credibility
12
Building capacity at all levels
• The proposed approach to creating a solid
foundation of high performing leadership:
– “building an in-depth leadership team, rather than simply
developing capable individuals”.
• The 3 levels to be considered:
– Level 1 – Foundations of Leadership
– Level 2 – Team Leadership
– Level 3 – Organisational Leadership
13
Mastering of
skills
Foundations of Leadership:
team development,
Delegation
Communication & Leadership
Project management
Team Leadership:
Problem solving for leaders
Decision making
Conflict management
Effective meetings
Self-mastery “know yourself,
express yourself,
Control of your interactions with others”
Facilitate use of those
skills with teams
Organisational Leadership:
360 Feedback
Social intelligence
Emotional Intelligence
Storytelling
Crucial leadership skills
14
Significant approaches related to Quality
Service Delivery!
Building capacity at all levels
Ensuring a diverse succession plan
Knowledge Management – Dr Martie van de Venter’s slot to focus on KM!
15