DEVELOPING LEADERS

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DEVELOPING LEADERS

• LEADERSHIP AND EFFECTIVE MANAGEMENT
• WEEK ELEVEN

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A BIG INVESTMENT-- A SMALL RETURN?

• Leadership development linked to higher
  performing organizations
• 51 Billion spent on training annually
• 14 Billion spent on leadership development
• The issues
• Only 50 of all leaders are satisfied with
  development opportunities
• 3 of 10 leaders fail to demonstrate key qualities
  necessary for effective leadership

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Capacity to learn Ability and talent
Opportunity to learn
Willingness to learn Motivation
readiness
Organizational Culture Formal informal support
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Leadership Development

• The systematic process of training people to
  expand their capacity to function effectively in
  leadership roles

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The Leadership Pipeline

• Stage 1 Self-leadership
• Stage 2 Manage others
• Stage 3 Manage a Manager
• Stage 4 Manage Multiple Managers
• Stage 5 Business Manager
• Stage 6 Group Manager
• Stage 7 Enterprise Manager
• Source Charan, Drotter, Noel, 2001

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Leadership Systems that Support Performance

• Selection of leadership and leadership
  development
• Identify talent promote to excellence
• Leadership as a day-to-day interactive process
• Support in daily tasks
• Source Huff Moslein, 2005

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Leadership Systems that Support Performance

• Leadership metrics
• Evaluate measure
• Leadership deployment
• Use evaluation results to develop leadership
  throughout the firm
• Source Huff Moslein, 2005

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Two Types of Leader Knowledge

• Procedural knowledge
• Tasks achieved through standardized formulas
• Step-by-step training in procedures
• Declarative knowledge
• Understanding complex situations with many
  contingencies
• Must detect patterns, make creative connections,
  formulate in-the-moment decisions

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METHODS OF LEADER DEVELOPMENT

• Self-Awareness Assessment instruments used to
  enhance self awareness self-knowledge, identify
  strengths weaknesses, and enhance team
  effectiveness
• Developmental Assignments Two elements
  required a high level of challenge difficulty
  an opportunity to learn and apply new skills,
  behaviors, and thinking

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METHODS OF LEADER DEVELOPMENT

• Developmental Relationships
• Coaching A technique of leadership development
  that involves custom-tailored, one-on-one
  learning aimed at improving an individual
  leaders performance. (See model)
• Mentoring Involves developing a trusting
  relationship with an individual who provides
  guidance, coaching, counseling, and friendship

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Executive Coaching
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The Five Steps of Informal Coaching

• Forge a partnership.
• Build a trusting relationship.
• Inspire commitment.
• Which skills or behaviors will have the biggest
  payoff?
• Grow skills.
• Capitalize on experiences create plans for
  growth.
• Promote persistence.
• Meet regularly.
• Shape the environment.
• Review your own role modeling fostering
  development.

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The Most Useful Factors in Received Coaching

• Clear, direct feedback 36
• A new perspective 23
• Advice on handling difficult situations 20
• Understanding organizational objectives 7
• General encouragement 7
• Handling organizational politics 7

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Lessons Learned From Formal Coaching

• The person being coached has got to want to
  change.
• Personality, values, mental abilities and
  multirater feedback assessments are important.
• Some behaviors cannot be changed.
• Practice is critical.
• There is no substitute for accountability.

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METHODS OF LEADER DEVELOPMENT

• Individual/Group Reflection Daily reflections
  offer immediate feedback models expected future
  behavior
• Dyads provide one-on-one feedback
• Participants write anonymous observations on
  post-it notes
• Diaries and Journaling
• Team meetings scheduled at regular intervals to
  process feedback about leader and group dynamics

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METHODS OF LEADER DEVELOPMENT

• 360 Degree/Multi-rater Feedback Facilitates
  feedback from supervisors, direct reports, peers,
  and others working closely with the individual
• Minimum of 8 raters required
• Contingent on discovering the discrepancies among
  self- and other ratings
• Differences in opinions are desired and valued

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Planning the 360 degree System

• Step 1 What is the purpose?
• Who and what do your want to measure?
• What will you do with the feedback?
• Step 2 Is your organization ready?
• Will the firms culture support the system?
• Step 3 Have you prepared your employees?
• Vision Objectives known Link between?

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Planning the 360 degree System

• Step 4 How will the feedback survey be run?
• Electronic or paper-based? Training?
• Step 5 How will the feedback be delivered?
• Individually? Groups? Post-feedback actions?

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Advantages of 360 Degree Feedback

• Gives a much more precise picture of a leaders
  strengths weaknesses
• Reduces leaders defensiveness data perceived as
  more objective and constructive
• Makes leaders expectations much more realistic
  change in behavior may not be followed by
  improved ratings across all constituencies.

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Disadvantages of 360 Degree Feedback

• Multi-source feedback used for appraisal, not
  development, purposes Can encourage impression
  management
• Emphasis on quantitative feedback rather than
  qualitative feedback

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Disadvantages of 360 Degree Feedback

• Bias and failure to train the raters
• Climate of trust is missing individual
  differences and responses not taken into
  consideration
• Coaches are not trained no developmental action
  plan

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METHODS OF LEADER DEVELOPMENT
Action Learning A leadership development
technique involving a continuous process of
learning and reflection that is supported by
colleagues and that emphasizes getting things
done (1) An emphasis on learning by doing (2)
Conducted in teams out in the field (3)
Addresses real company issues (4) Participants
placed into problem-solving roles (5) Team
decision required formalized into presentations
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The Action Learning Experience

• Step 1 Access to key managers
• Review essential financial marketing
  information
• Visit the field setting and customers
• Step 2 Draft of findings and recommendations
  reviewed by outside consultants
• Identify gaps
• Assist in mapping strategies

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The Action Learning Experience

• Step 3 Presentations to senior group of
  executives from business units involved
• Step 4 Follow-up sessions
• Successes, problems
• Post-project conclusions

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Advantages of Action Learning

• Learning evolves around key issues of today and
  the future
• Projects translate into company initiatives that
  improve performance and build talent
• Immediately relevant to work lives

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Advantages of Action Learning

• Develops complex skills such as leadership
• Best experience for developing declarative
  knowledge

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Disadvantages of Action Learning

• Usually a singular learning experience
• Weak links between the project and leadership
  challenges
• Few opportunities for reflective learning

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Disadvantages of Action Learning

• Limited emphasis placed on team solutions and
  team learning
• Poor follow-up on project outcomes

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METHODS OF LEADER DEVELOPMENT

• Classroom Education Formal education bound by a
  prescribed curriculum
• Assessment Centers Formal evaluation by trained
  observers on leaders demonstration of leadership
  competencies in a series of activities
• Networking with Senior Executives Informal
  interactions marked by exposure and relationship
  building with senior executives

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METHODS OF LEADER DEVELOPMENT

• Service Learning A form of experiential
  education in which leaders engage in activities
  that address human and community needs through
  structured opportunities designed to promote
  learning and development
• IBMs Corporate Service Corps
• Lending young leaders to 6 developing countries
• Spend 1 month living and working with local
  companies, governments, and organizations
• 250 million will be invested in projects

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Most Useful, Cost Effective, Enjoyable Sources
of Learning

1. Developmental Relationships
2. Individual Development Plans
3. Individual/Group Reflection
4. Networking with Senior Executives
5. Action Learning
6. 360 Degree/Multi-rater Feedback
7. Developmental Assignments
8. Instruments/Assessments
9. Coaching
10. Service-Learning

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What You Can Do to Enhance Leadership Learning

• Create opportunities to get feedback.
• Take a personal risk with a stretch opportunity.
• Learn from others.
• Keep a journal.
• Have a developmental plan.
• Send clear signals and ensure that others
  understand your message.

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Leadership Values at EDS
Leadership Attributes

• Strong Personal
• Convictions
• Visionary
• Emotional Bonds
• Inspirational
• Team Oriented
• Risk Takers
• Drive to Excel

Knowledge Skills
Business Orientation
Communication
Wisdom About Human Nature
Fundamental Traits

• Transformational
• Positive Attitude
• Energy

• Personal Character
• Willingness to Learn
• Self-Esteem
• Desire Courage to Lead