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Career development systems and processes.
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1
Guiding Eagles Introducing
Bob SeldenAuthor and Specialist in Leadership Development Methodologies
© HRworkbench Pty Ltd
“Grooming Local Leaders – the succession imperative. What does it take and how do we ensure success?”
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Growing Local Leaders
◘ The pitfalls.◘ What does “Leadership” mean in the corporate
context?◘ The corporate approach to leadership development.◘ Ensuring success. Two case studies.
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Succession Planning:◘ Make assumptions without consulting participants◘ Being too structured and directed
Leadership Development:◘ Event based◘ No clear purpose or defined outcomes◘ Poor distinction between management & leadership
The Pitfalls. What to avoid.
Ignoring the culture
Ignoring the culture
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Leadership v’s Management?
◘ Leadership is different from and distinct to, management - it does not occur as part of a formal management role or position.
◘ Leadership is contextual and therefore has to do with outputs (what the leader achieves) as much as what the leader is or does (inputs).
What is management development
What is management development??
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The Leadership Conditions?
◘ Have a shared understanding of the environment◘ Have a shared sense of direction◘ Have a shared set of organisational values and a
feeling of “team”◘ Have a shared feeling of power
The leader needs to create the conditions where people are prepared to follow him/her. Followers need to:
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Research shows that managers:
◘ who seek and get regular feedback from others are among the better performing managers
◘ who are accurately aware of their strengths and weaknesses are better leaders.
Leadership v’s Management. Why the distinction?
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Developing individual talent:
◘ Technical skill and knowledge requirements
◘ Management skill and knowledge requirements
◘ Leadership competency
The corporate approach to Leadership DevelopmentA cadre of leaders and a leadership cadre!
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The corporate approach to Leadership DevelopmentA cadre of leaders and a leadership cadre!
Developing group commitment:
◘ Core values
◘ Individual, group and team alignment
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Ensuring success: Case study 1
Large regional bank. The challenge?
◘ How to take a strategic approach to the development of its top 300 managers.1. Corporate planning
2. Individual consultation and planning
3. Draft corporate succession plan developed
4. Succession plan completed and implemented
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1. Corporate planning:◘ Divisional Heads identify 3/4 critical functional/specialist positions.◘ List of positions circulated to top team & divisional heads for
comment.◘ Meeting of top team and divisional heads to:
Agree 3/4 critical positions for each division and department Present and agree on 3 possible candidates for each position
◘ Draft corporate succession plans commenced: Corporate skill gaps identified Possible individual skill gaps highlighted
◘ Strategic HR unit to monitor, assess and regularly report on progress.
Ensuring success: Case study 1
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2. Individual consultation and planning:
◘ Top 300 managers (including high potentials) invited to participate.◘ Each person completes a personal and skill profile.◘ Initial discussion between participant and his/her manager.
3. Following commencement of draft corporate succession plan:◘ Top 300 managers meet with their manager to discuss strategic
options and agree development needs.
4. Strategic HR Unit completes draft succession plan:◘ Presents to top team and divisional heads.◘ Amends as necessary and implements.
Ensuring success: Case study 1
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Ensuring success: Case study 2
Australian division of large multinational manufacturing organisation. The challenge?
◘ How to develop leadership within the top 120 managers.
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2.Observing
and Reflecting
• First workshop
1.Self-perception
and 360 Feedback
6.Integrating withday-to-day work
• Workplace application(team / individual)
5.Checking Progress
• Second workshop• Review Learning Plan with peers and coach
4.Doing
• Action learning(team / individual)
• Coaching
Decidingand Planning
• PersonalLearning Plans
3.
• Teamwork• Leadership style
A 12 monthDevelopment
Process
©2007 The National Learning Institute
Ensuring success: Case study 2
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Ensuring success: Conclusion.
◘ Ensure your Succession Plans and Leadership Development Initiatives are organisation specificorganisation specific
◘ Make sure your development initiatives are processesprocesses, not programs
◘ Develop “measures of successmeasures of success” both qualitative and quantitative
◘ Make sure top managementtop management are involvedinvolved in all the processes
◘ CommunicateCommunicate both processes and outcomes to all staffto all staff
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