Transcript Document

R H R I N TE R N A TI O N A L
Downtown Denver
Leadership Program
HELPING TO GROW THE NEXT GENERATION OF ENTERPRISE LEADERS
Shane D. Stowell, Psy.D. - [email protected] - (801) 822-1866
February 2015
R H R I N TE R N A TI O N A L
Welcome
Who is this guy?
Who is RHR?
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R H R I N TE R N A TI O N A L
Activity
Take (5) minutes to organize yourselves into groups of
(8) where you all have something in common.
The catch is:
You can’t speak to each other as you form the group
and you must all understand why you are a part of
that group!
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Why are we all here?
R H R I N TE R N A TI O N A L
More importantly to you personally . . .
 Why am I here?
 What do I want to get out of this program?
 What do I want to do to help others gain
something meaningful during the next (10)
months?
 What am I afraid others will find out about me
and my leadership over the next (10) months?
Take a few minutes and answer the above questions
on a piece of paper . . . .
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Share your insights with your table!
R H R I N TE R N A TI O N A L
Insight + Vulnerability = Growth
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R H R I N TE R N A TI O N A L
po•ten•tial
Adjective
1. Possible, as opposed to actual
2. Capable of becoming
Noun
1. A latent excellence or ability that
may or may not be developed
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Why do High Potentials matter?
R H R I N TE R N A TI O N A L
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Is Potential enough?
R H R I N TE R N A TI O N A L
If not . . . . then what else is it?
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R H R I N TE R N A TI O N A L
Why Readiness for Scale™?
Critical Pivot
Point
Performance
Focused
Essential
Behaviors
Scale vs.
Potential
Multiple
Inputs
Targeted at that
critical pivot point
when many leaders
fail to make required
shifts in their
leadership.
Focuses on future
performance in
addition to future
growth.
Grounded in the
Determines whether
essential few
behaviors that
differentiate
leadership in roles
with wider enterprise
responsibility.
someone is ready for
scaled leadership
rather than whether
they “have potential.”
Does not rely solely
on self-report;
Instead combines
targeted instruments
with professional
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judgment through
structured interview.
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What Level?
R H R I N TE R N A TI O N A L
Role-specific
RHR's Winning
Formula™
Assessments
•
•
•
•
Scaling to Senior
Leadership
RHR's Readiness for
Scale™ Assessment
• Director Level
• Cross-Functional
• Multi-Unit
In the middle we answer the
question of which leaders can
make the critical transition to
scaled leadership.
General
Leadership Skills
• Managers
• Team Leaders
• Individual
Contributor
Early development focuses
on developing a generic set of
leadership skills and
sharpening technical ability.
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S H AN E D . S T O W E L L , P s y. D .
C-Suite
C-1/C-2
Officers
GM/VP
At the top of organizations
we focus on who can succeed
in which roles.
Readiness for Scale™
R H R I N TE R N A TI O N A L
“CEOs on their way to becoming
spectacularly unsuccessful
accelerate their company’s decline
by reverting to…the things that
made them successful in the past.”
SYDNEY FINKELSTEIN, DARTMOUTH
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Defining High Potential
R H R I N TE R N A TI O N A L
While HiPos are defined by their ability to “do more”, they are typically
assessed based on how they will grow, not what they can deliver.
–
+
Traditional High Potential Models
What this misses: Growth towards what?
• How will they grow?
• Can they balance short-term focus with a future growthoriented model?
• Are they motivated to do more?
• Do they have enough intellect to learn quickly?
• Are they agile and adaptable?
• How capable are they of integrating complex, often
competing inputs?
• Can they inspire action from afar with minimal face-toface interaction?
• Do they have the courage and confidence to make the
tough trade-off decisions?
• Can they transition from doing to leading?
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Readiness for Scale™
R H R I N TE R N A TI O N A L
Leading Business
Seeing the
Whole
Making
Systems
Decisions
Leading
the Future
Translating the
Moving to decisions
Balancing the need
broader landscape
in the face of
to build confidence
(enterprise, market,
enterprise-level risk,
and drive outcomes
industry, regulatory,
competing priorities,
in the near-term,
customer) into
limited resources,
while building
behaviors and
and diverse
momentum and
actions that will
stakeholders.
capability for the
drive enterprise
long-term.
objectives.
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Readiness for Scale™
R H R I N TE R N A TI O N A L
Leading People
Focusing
the
Enterprise
Creating
Shared
Values
Influencing
with Power
Driving clarity and
Delivering
Boldly setting the
alignment among
compelling
tone from the top
all constituent
messages that
that shapes
groups across the
galvanize people
decisions, behaviors,
enterprise.
and move
and interactions
stakeholders to
throughout the
action.
enterprise.
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Readiness for Scale™
R H R I N TE R N A TI O N A L
Leading Self
Reasoning
with Agility
Thriving in
High
Stakes
Knowing
Yourself
Connecting ideas
Sustainably
Understanding and
and information in a
performing with
appreciating
flexible and fluid
stamina and
implications of
manner, learning
consistency under
leadership style
and integrating new
intense pressure and
amidst broadening
information in
pace.
power and influence.
ever-changing
circumstances.
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R H R I N TE R N A TI O N A L
Our Model
Leading Business
Leading People
• Leading the Future
• Focusing the Enterprise
• Making Systems Decisions
• Influencing with Power
• Seeing the Whole
• Creating Shared Values
Leading Self
• Reasoning with Agility
• Thriving in High Stakes
• Knowing Yourself
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RFS™ Development Experiences
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The purpose of development in the high potential
population is not to teach general leadership skills
or address individual coaching needs. It is to
increase the likelihood of a leader’s ability to
operate at scale. The development work should be
targeted at the 9 core areas of scale, supported by
an awareness of each leaders’ potential derailers.
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Development Planning?
R H R I N TE R N A TI O N A L
What does this all mean?
What do I pay attention to personally?
How do I leverage my strengths and still push myself
to grow in areas of opportunity without getting
discouraged?
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Simple Development Plan Layout
R H R I N TE R N A TI O N A L
Strengths:
•
+++
•
+++
•
+++
Development Opportunities:
•
xxx
•
xxx
•
xxx
Practice and Experiences needed:
•
===
•
===
•
===
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R H R I N TE R N A TI O N A L
Downtown Denver Leadership Program
Session 2
• Lingering thoughts or questions from last Session?
• Real World Business Leadership Problem?
• Group’s Thoughts on Development Planning?
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Motivation
R H R I N TE R N A TI O N A L
RSA Animate: Drive the Surprising Truth about what Motivates US
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R H R I N TE R N A TI O N A L
Leadership?
“What is it that makes a person a leader? Some
would say it’s charisma, and you either have it or you
don’t. Many leaders . . . couldn’t be described as
particularly charismatic but nevertheless manage to
inspire an enviable trust and loyalty among their
followers. Through their abilities to get people on
their side, they make changes in the culture of their
organization and make their visions of the future real.
How do they do it?”
Managing People Is Like Herding Cats:
Warren Bennis, 1997, p. 107
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Examples of Good Leaders
R H R I N TE R N A TI O N A L
What are some of your favorite examples of good
Leaders?
• Business
• Personal
• Media
• Favorite story
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Defining Moment Exercise
R H R I N TE R N A TI O N A L
Think of an experience that has
powerfully contributed to your
development as a person.
• What were the features of the
experience that gave it impact? (who,
what, where, when?)
• What were the critical features about
yourself that gave it impact?
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Good Professional Development
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Seeks to answer the question:
• What do I need to develop towards in order to help my
industry, company, or division be successful?
I must first know where we are headed to see what
strengths I can leverage now and what areas I must pay
attention to in order to be more valuable.
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Start with the end . . .
R H R I N TE R N A TI O N A L
Role Imperatives (Outcomes)
• What are the 3 things that I have to accomplish as a
leader to be successful moving forward?
Essential Leadership Behaviors (Strategies)
• What are the five areas I need to attune my behavior
towards in order to accomplish the Role Imperatives?
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Good Development Plans
•
Are Fluid, Simple, and Honest.
•
Contain Key Leadership Strengths:
•
•
•
Prioritize the top 3.
Identify Personal Development Opportunities:
•
•
R H R I N TE R N A TI O N A L
Identify 2-3 things you need to do differently
Are actionable, focused, and contain a measureable outcome
•
What actions do you need to take?
•
What experiences do you need in order to practice the
skill?
•
What is the timeline?
Involve others to hold you accountable
•
Who should I involve to help me check progress?
•
Who are the key stakeholders who can help me
succeed?
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Simple Development Plan Layout
R H R I N TE R N A TI O N A L
Strengths:
•
+++
•
+++
•
+++
Development Opportunities:
•
xxx
•
xxx
•
xxx
Practice and Experiences needed:
•
===
•
===
•
===
S H AN E D . S T O W E L L , P s y. D .
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