Transcript No Slide Title

Building Your Talent Pool
Through An
Emerging Leader Program
Bill Byron Concevitch, Chief Talent & Learning Officer
Brenda Eubank, Director Talent Development
Witness Systems
®
Leadership Development
“We define Leadership Development as the expansion of the
organization’s capacity to enact the basic leadership
tasks needed for collective work: setting direction,
creating alignment, and maintaining commitment.”
The Center for Creative Leadership Handbook of Leadership Development, 2nd Edition
“The call and need of a new era is for greatness, for
fulfillment, passionate execution and significant
contribution.”
Stephen R. Covey
“…..a leadership development program need not be a
ragbag of training programs and benefits. Properly
thought through, it can be a major part of a company’s
value proposition – one that competitors can’t even
understand, much less copy.”
Harvard Business Review, Reprint R05010C Oct. 2005
Why an Emerging Leader Program?
To develop a talent pool of identified and prepared
future leaders within the existing core employee
base that provides the ability to continue market
domination, organic growth and acquisition
strategies.
Talent Pool
+
Skilled Leaders
=
Success
Goals of the Program Design
 To design a program that had executive leadership
buy-in and focus
 To create a balanced focus:
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Operational
Leadership Viewpoints
Leadership Competency Framework & Self Awareness
 To build a unique program which participants could
not experience anywhere else—while building high
value for the company
What it is? ……………..
A “Mission” Statement for the Program
An investment in the creation of a talent pool for “next
generation leadership” within the global organization, by
building a group of situational-ready, organizational-savvy
leaders. The program focuses on the tactical skills needed
to run the business along with strategic viewpoints and a
leadership competency framework.
The Program is About – it is Not….
Developing a “talent pool” of Emerging Leaders
Succession Planning – determining a particular spot
for each participant
Development of Leadership Competency Model
#1
#2
Designed
based on best
practice models
#3
Approved by
Executive
Leaders
Shared with all
Company
leaders
Witness Leadership Competencies
Competency
Description
Leads Witness Systems Culture
Maintains the highest ethical standards; is fair, genuine, able to
build trust, alignment, and commitment.
Communicates Effectively
Effectively communicates internally and externally in written and
oral; listens well.
Able to Create a Strategic Vision
Looks into the future, sees possibilities, thinks strategically, and
able to turn the vision of the company into action/successes.
Builds and Leads Effective
Teams
Leads people, respects others, is a role model, sets direction,
understands group dynamics, partners across the firm to deliver
cross-functional success, confronts and resolves conflict; works
for the good of the whole.
Adaptable to Change
Always ready to move forward, energy where needed, fosters new
initiatives, is flexible and comfortable with ambiguity, fosters new
initiatives, and is able to achieve success through interpersonal
agility.
Able to Drive Financial Results
Is a good steward and able to deliver financial success.
Builds and Maintains Customer
Satisfaction
Maintains customer focus, demonstrates industry expertise, leads
complex transactions, manages complex and difficult
negotiations; leads complex projects and able to leverage all
areas of the firm.
Demonstrates Business Savvy
Operationally skilled to improve the business through standards
and systematic workflow processes; understands that technology
is a key competitive differentiator.
The Selection Process
Nominations by the
executive team, a core of
high-potential achievers
Selection based on a set
of pre-defined criteria
Selected participants
and their managers
required to sign a
commitment agreement
Program Framework
 Year-long program (January – December)
 Four (4) face-to-face sessions
 Class project determined by senior executive
team
 Internal senior executive team speakers
 Outside guest speakers
 Assessment tools used throughout the program
 Mentor assignments
Every Session
Discovery &
Self-Awareness
Internal leader
Perspectives
Leadership
Competencies
Operational
Responsibilities
External Leadership
Perspectives
Internal Leadership Perspectives
Views from the CEO,
COO, & CFO
•Sales
•Channel Re-sellers
•Finance
•Marketing
•Product Development
•Customer Care
•Services
Senior Leaders provide a “close-up” view of their operation
(something the participants don’t see in an all-leadership meeting)
and share their personal views on leadership.
External Leadership Perspectives
Expertise in various
leadership roles
Guest Leaders
who have
broad experiences
Share their
personal insights
Give their advice to
future key leaders
Provide examples of
success
and failures
External Leadership Perspectives
What’s in it
for the guest
leader?
An opportunity for the leader ….
 to interface with a dynamic group
of up and coming leaders,
 share their ideas,
 talk about their successes and
failures,
 share their passion, and
 give advice.
Creating Greater Self-Awareness
Values
(Aligning Personal Values with Leadership Values)
Thomas-Kilmann
Conflict Mode (TKI)
Benchmarks 360
Developing
the
“Whole” Person
Emotional Intelligence
EQI
DiSC
(Social Behavior)
Myers Briggs Type (+facets)
Class Project – “Actionable Learning”
• Assigned by CEO
• A snapshot of the project:
– Based on Geoffrey Moore’s model of identifying what is “core” and
what is “context” in the business
– Moving “context resources” over to core – building a plan
– Implementing a new business model
• Project scope and timeline for deliverables assigned by
CEO
• Participants manage the project and how they work
together
• Report to CEO, COO, and CFO at milestones
• Final presentation to all Leaders (January 2007)
Mentor/Participant Assignments
Participants
 Each participant assigned a
mentor
 Review participants strengths,
weaknesses, personality type,
etc.
 Look at operational gap areas
 Coach participants on their
responsibilities in working with
their mentor
Note: Beware of participants lobbying
for a particular mentor on their own.
Mentors
 All Executive Leadership Team
mentors at least 1 participant
 Assign mentors from different
operational areas than the
participant
 Align mentor/participant based
on personal
strengths/weaknesses
 Coach mentors regarding their
role and the expectations for
being a mentor
Individual Development Plan
Each participant has an Individual
Development Plan
Meets with manager to discuss goals
and progress
Continually modify and update their
plan as they grow through the program
Leadership Development and Financial Success
“This is an investment in global leadership talent focused on broad operational
skills, complemented by strategic viewpoints and a leadership competency
framework. We're doing this because we believe that people drive growth
and that leadership optimizes performance, which will help provide fuel for
our "$550 in 5" goal - and beyond.”
Dave Gould, “Seize the Opportunity,” January 31, 2006
“Every organization needs performance in three major areas: It
needs direct results; building of values and their reaffirmation; and
building and development people for tomorrow. If deprived of
performance in any one of these areas, it will decay and die. All
three therefore have to be built into the contribution of every
executive….” Peter F. Drucker, The Effective Executive, pp 55-57
Measurement – the Return on Learning (ROL)
 Short term measurements
 Retention
 Improved cross-functional sharing = performance
improvement
 Long term measurements
 Tenure – cost savings on recruiting fees of high
potential talent
 Promotability
 Improved retention of subordinates
 Value of Human Capital Knowledge – less turnover
more knowledge remains within the company
 Identifying success factors of high potentials within
Witness Culture
Potential Pitfalls
Some things you should know……
1)
Requires hands-on management (an internal
manager/coach to work with each participant and the program details)
2)
Special skills to deliver, i.e., certifications on
tools, consulting skills, coaching skills, facilitation, and leadership
3)
Resource commitment both time and money (significant time
from key leaders & participants in the organization)
4)
You must “nail” the 1st face-to-face session; it establishes the benchmark
for the remainder of the program
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5)
Expectations are set
Participants begin to buy-in to the commitment they made
Participants see the benefits and further champion the program
Make it fun!
How to Get Started
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Develop the supporting “white paper” and presentation to key
leadership
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Why the need?
Benefits to the organization
Goals of the program
How?
Components of the program
Measurement
Champion the process with Board of Directors, CEO, COO, and
others
Develop and use a Leadership Competency Model
Manage the nomination/selection process
Notify participants & get their signed commitment
Deliver & monitor the program
Recommended Resources

Discovering the Leader in You
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The Effective Executive In Action:

Investing in Your Company’s Human Capital
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Grow Your Own Leaders:
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Leading into the Future - A Global Study of Leadership: 2005-2015
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What CEOs Expect from Corporate Training:
Robert J. Lee and Sara N. King Jossey-Bass, Inc.
A Journal for Getting the Right Things Done
Peter S. Drucker and Joseph A. Maciarello HarperCollins
Jack J. Phillips, Ph.D., AMACOM
How to Identify, Develop and Retain Leadership
William C. Byham Prentice-Hall, Inc.
American Management Association 2005
Building Workplace Learning and Performance Initiatives that Advance
William J. Rothwell, John Lindhom, William G. Wallick AMACOM
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Center for Creative Leadership
www.ccl.org
Questions??
How to Contact:
Bill Byron Concevitch
[email protected]
Brenda Eubank
[email protected]