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Critical Competencies for Emerging Leaders

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Title: Critical Competencies for Emerging Leaders


1
Critical Competencies for Emerging Leaders
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Todays Agenda
  • Introduction - 5 minutes
  • Feature Presentation and QA - 50 minutes
  • Wrap Up - 5 minutes

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Todays Moderator
Joy Kosta, Team Leader Organizational Development
Leadership Human Capital Institute
Blog
www.hci.org
Send email to joy.kosta_at_hci.org to connect on
LinkedIn
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5
Todays Guest
Bonnie Hagemann
Chief Executive Officer Executive Development
Associates www.executivedevelopment.com
http//bonniehagemann.wordpress.com/ Blog
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http//linkedin.com/in/bhagemann
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6
Critical Competencies for Emerging Leaders
  • By Bonnie Hagemann, Executive Development
    Associates

7
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

8
Best Practices of Leading Edge Companies
9
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

10
Overview of Major Findings
  • Impact of the economy and
  • Bench Strength are major issues.
  • Companies are looking for ways
  • to accelerate High Potentials.
  • Companies need leaders that
  • think strategically inspire.
  • Leader-as-Teacher model is key.

11
Hot Topics in Executive Development
12
Types of Activities Emphasized
13
Best Practices for Leadership Development
  • 1. Linked to strategy and aligned
  • 2. Top management driven
  • Includes coaching, leadership profile, feedback
    and development plans
  • Includes action learning
  • Leaders as Teachers
  • Mentoring Programs
  • Combinations - instructor-led, online, stretch,
    coaching, mentoring and action learning

14
Strengths Competency Deficits of Next
Generation Leaders
15
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.

16
The Impact of Demographics
Latino Immigration 40 Million
GI Generation 56.6 Million
Silent Generation 52.5 Million
Generation Y 79.5Million
Generation X 69.5 Million
Baby Boomers 78.2 Million
Birth Chart Build
1925
1945
1965
1985
1905
17
Sample Succession Chart
CEO
COO
CFO
S-Pres.
VPMA
CIO
CNO
SVP HR
SVP Network Dev.
VNA
VP Dev.
VP Service Lines
CQO
VP Construction
VP Marketing
18
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

19
Competency Deficits of Next Generation Leaders
20
Processes Most Effective in Accelerating High
Potential Development
21
Leadership Pipeline
22
Training Plan
Content Outcomes Delivery
Investment
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 11 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
23
Model Development Plan Critical Thinking
Competency
24
  • 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

25
What is Critical Thinking?
26
And It Drives
27
Can Critical Thinking Be Taught?
  • Yes! But like golf, being good at thinking
    requires

Feedback
Practice
28
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

29
Skill Building Goals at Each Level
30
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
31
Tools for Development
Watson-Glaser Development Report
Online Training
32
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 assessment
  • results learn critical thinking techniques
    (e.g., RED model),
  • develop an action plan
  • Phase 3 Acceleration and Accountability 1 month
    progress monitoring
  • report out communicate success out to
    organization

33
Developing Strategic Thinking Senior Manager
Level
  • Assessment feedback
  • One-on-one Coaching
  • Mentoring
  • Business Simulations

34
2011/2012 Development Trends Report
  • We are currently gathering data from
  • organizations through our biennial
  • survey.
  • Contribute to this survey and well 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

35
Questions?
36
Resources
Free 2009/2010 Trends in Executive Development
Report 1-on-1 High Potential Development
Discussion Leadership Pipeline Spreadsheet Decad
es 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
37
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
    BHagemann_at_ExecutiveDevelopment.com.
  • 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 organizations human capital
    decisions. Learn more at www.thinkwatson.com.

38
Its your turn! Ask our expert
Bonnie Hagemann
Chief Executive Officer Executive Development
Associates www.executivedevelopment.com
http//bonniehagemann.wordpress.com/ Blog
Join our LinkedIn group! http//bit.ly/HCIwebcas
ts
http//linkedin.com/in/bhagemann
Need assistance? Call Member Services (866)
538-1909 or email support_at_hci.org
Need assistance? Call Member Services (866)
538-1909 or email support_at_hci.org
Need assistance? Call Member Services (866)
538-1909 or email support_at_hci.org
39
Thank you!
Please join us for the next webcast in this
series Stay TunedAnother Webcast is
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