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Talent management and retention is continuously one of the most pressing worries of CEOs — and for good reason. Having enough capable leaders to execute corporate strategy is a growing concern, one heightened by demographic trends that promise a continuing shortage of leaders in coming years. A company’s leadership pipeline is expected to deliver its “next generation” of ready now leaders. The payoff is a supply of leadership talent that simultaneously achieves targets, bolsters and protects ethical reputation, and navigates transformational change in pursuit of a bright competitive future. Unfortunately, some Boards and CEOs neglect their talent management accountability – consequently, their pipelines run dry. When this occurs, the downward spiral of competitive capability becomes discernible, the edge is lost, and the “magic” disappears. The competition begins to outwit, outflank, and outperform these companies (1). Research has consistently shown that successfully assuming a new management role is never easy. On the contrary, it is more often challenging and daunting, regardless of the amount of experience a manager may have. Every stretch promotion brings steep performance challenges, an uncharted working environment and a vacuum where the new manager has to create the networks and relationships necessary for success. It often feels like having three jobs at once: first, up-skilling in competencies, knowledge and networks; second, helping direct-reports, colleagues and manager adjusting to the new ways of working; and third, doing the job itself. How would you know when an employee is ready for a leadership role? How will you distinguish high performing employees from high potential employees? What is the most effective way to develop high potential employees? How will you develop high potentials, without frustrating the career aspirations of your high performers? Many organizations provide leadership training, mentoring, stretch-assignments, or coaching to their executive talent. What is the best investment to realize the best return for your development dollar? Do you have the means to develop the number and quality of leaders to meet your business demands? This presentation will demonstrate Centre for Executive Education (CEE) and strategic partners experience and research findings on how leaders develop, and how best to invest limited development budgets to produce successful future leaders in the most productive and efficient manner through a proprietary and proven coaching approach: The Presentation Material covers: Leadership Development and Succession Planning Framework for Developing a Future Leadership Pipeline High Performance Vs. High Potential employees Best Strategies to develop High Potentials (HiPo) 1 Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – T
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Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
www.ipma.com.sg/cee.php
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Prof Sattar Bawany CEO, Centre for Executive Education (CEE) C-Suite Executive Coach, EDA Asia Pacific
Monday, 29 July 2013 MIS Executive Club @ Anson Centre
DEVELOPING YOUR
LEADERSHIP PIPELINE Transforming the Next Generation of Leaders
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
www.ipma.com.sg/cee.php
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Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death.
Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed.
It doesn’t matter whether you are a tiger or a deer; when the sun comes up, you’d better be running…..
Are You a Tiger or a Deer?
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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Agenda
• Business Case for Succession Planning
• High Potentials vs. High Performers
• EDA Research on Leadership Development Trends
• Strengths and Competency Deficits of Next
Generation Leaders
• CEE Framework on Developing Leadership Pipeline
• Dialogue Session
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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About Centre for Executive Education (CEE)
Executive Education
Leadership & High Potential Development
Executive Coaching
Succession Planning
Executive Assessment
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CEE is also the Affiliate Partner of Executive Development Associates (EDA), a global leader in executive development & coaching since 1982.
CEE is the Executive Development Division of IPMA Asia Pacific
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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Jim Bolt, Founder of EDA and FrED Forum
Ram Charan, Educator, Author and Consultant to CEOs
Jim Kouzes, Best-selling Author and Dean’s Executive Professor of Leadership, Leavey School of Business, Santa Clara University
Vijay Govindarajan, Professor, Amos Tuck School of Business, Dartmouth College
Ted Hoff, Vice President Learning, IBM
Valerie Norton, VP, Talent Management & Acquisition Broadridge Financial Solutions
Sandy Ogg, Chief Human Resource Officer, Unilever N.V.
Chuck Presbury, Senior Director Leadership Development, McGraw-Hill Company
EDA Advisory Board
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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• CEO of Centre for Executive Education (CEE)
• C-Suite Master Executive Coach, EDA Asia Pacific
• Strategic Advisor, IPMA Asia Pacific
• Adjunct Professor of Paris Graduate School of Management
• Over 25 years’ in executive coaching, facilitation, leadership development and training.
• Adjunct Professor teaching international business and human resource courses with Paris Graduate School of Management
• Assumed senior global and regional leadership roles with DBM (Drake Beam & Morin), Mercer Human Resource Consulting, Hay Management Consultants and Forum Corporation.
About Your Speaker
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Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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Future Leadership Redefined
“Leadership is all about the ability to have impact and influence on your followers so as to engage them towards
ACHIEVING RESULTS of your organisation through both Ontological Humility and Servant Leadership & Level 5 Leadership Styles blended with elements of Socialised
Power/Social Intelligence Competencies ” (Bawany, 2013)
Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, first published on 12 February 2013.
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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Engaging Talent to Achieve Results • Profitability
• ROI
• Cost Optimisation
• Employee Satisfaction
• Employee Loyalty
• Company Policies
• Rewards and Flexibility
• Culture, Espirit De Corps
• Leadership Styles
• Servant Leadership
• Level 5/Ontological Humility
Organisational Results
Employee/Stakeholder Engagement
Organisational Climate
Leadership Effectiveness
Customer Engagement/Loyalty • Customer Satisfaction
• Service Value/
Relationship
Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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Succession Planning Approach
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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“Crisis may be an overused word, but it’s a
fair description of the state of leadership in
today’s corporations. CEOs are failing
sooner and falling harder, leaving their
companies in turmoil. At all levels,
companies are short on the quantity and
quality of leaders they need.”
Reference: Ram Charan, “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, 2008
Business Case for Succession
Planning
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Succession Planning &
High Potentials
• Succession planning involves the identification of high-potential employees, evaluating and honing their skills and abilities, and preparing them for advancement into positions which are key to the success of business operations and objectives.
• Succession planning involves: Understanding the organization's long-term goals and objectives.
Identifying the high-potential candidates and their respective developmental needs.
Determining workforce trends and predictions.
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Building a Leadership Pipeline –
Development of High Potentials
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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Who are High Potentials?
High Potentials consistently and significantly outperform their
peer groups in a variety of settings.
While achieving these superior levels of performance, they
exhibit behaviors that reflect their companies’ culture and
values in an exemplary manner.
Show a strong capacity to grow and succeed throughout their
careers within an organization – more quickly and effectively
than their peer groups do.
Reference: Douglas Ready, Jay Conger and Linda Hill, ‘Are You a High Potential? Harvard Business Review, June 2010
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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The difference between high-performance employees and high-
potential employees is that the high-performance employee are
very good at performing their jobs, while the high-potential
employees have demonstrated measurable skills and abilities
beyond their current jobs.
The real damage is done when the high-performance employee
is promoted to a managerial level, is uncomfortable and
struggles in their new role, resulting in high levels of stress and
anxiety, causing them to quit.
High Performers vs. High Potentials
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Studies show employee turnover can cost companies
up to 40 percent of their annual profit. That's for the
turnover of all employees, regardless of their
performance levels.
The financial impact of losing a significant number of
high-potential employees (including those Gen X and Y
who have been identified as your future leaders) can be
exponentially higher.
High Performers vs. High Potentials
Reference: High-Potential Management Survey, by Corporate Leadership Council released in 2005
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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• Next Generation of leaders at all levels demonstrate a high degree of Emotional Intelligence in their role
• Emotionally intelligent leaders create an environment of positive morale and higher productivity resulted in sustainable employee engagement
• Critical EI competencies includes: relationship management; cross cultural communication; effective negotiation and conflict management
Reference: Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’., Candid Creation Publishing LLP, September 2010. Download Complimentary e-copy from from: http://www.ipma.com.sg/publications.php
Leadership Competencies of Next
Generation of Leaders
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Analyzing Trends for Over 20 Years!
Research by
EDA and Pearson TalentLens
Research Report Website: http://www.executivedevelopment.com/product/20112012-trends-in-executive-development
EDA Research on Next-Gen Leaders
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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Overview of Major Findings
1) Companies are looking for ways
to accelerate High Potentials.
2) Companies need leaders that think
strategically & inspire.
3) The 70-20-10 Learning
Framework is Becoming a
Standard.
4) Leader-as-Teacher model is key.
5) Critical Thinking is the Hottest
Development Topic.
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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Why focus on Next Gen 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.
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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Strengths of the Next Gen 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
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Competency Gaps of Next-
Generation Leaders
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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OD Interventions in Accelerating
High Potential Development
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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Executive Development Approaches
Executive Education (classroom/online), Stretch Assignment, Action Learning,
Executive Coaching and Mentoring
Company Expectations
Individual Expectations
Transition Readiness Assessment
Company Feedback
Individual Feedback
Gaps Action Plan
Gaps Action Plan
Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p38-42
Framework for Developing
Future Leaders & High Potentials
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Final Thoughts…………
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Appendix I: Recommended Readings
1) Bawany, S (2013) “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, First Published on 12 February 2013
2) Bawany, S. (2010), ‘Leadership That Gets Results’, Human Capital, Vol. 10, Issue 4.
3) Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Candid Creation Publishing LLP, Singapore. E-copy of the Chapter is available as a download from: http://www.ipma.com.sg/publications.php
4) Collins, J. (2001), Good to Great: Why Some Companies Make the Leap... and Others Don't. Harper Business.
5) Goleman, D. (1988) ‘What Makes a Leader’. Harvard Business Review. November–December.
6) Goleman, D. (2000) ‘Leadership That Gets Results’ Harvard Business Review. March–April.
7) Goleman, D., Boyatzis, R., McKee, A. (2002) ‘Primal Leadership: Realizing the Power of Emotional Intelligence’ Boston: Harvard Business School Publishing.
8) Greenleaf, R. K (1982), ‘The Servant as Leader’. Robert K. Greenleaf Center.
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Appendix II: Recommended Videos 1) Talent Management Summit: Leading and Engaging a Multigenerational Workforce :
http://www.youtube.com/watch?v=BiCJ3s7mRSo
2) Managing Gen Y: Interview with Tammy Erickson http://www.youtube.com/watch?v=rDAdaaupMno
3) What Motivates Gen Y and Baby Boomer Talent http://www.youtube.com/watch?v=fVHnug8H1MM
4) TED Talk by Simon Sinek on Inspiring Leadership: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
5) The Daily Coaching Process by Marshall Goldsmith, Global Executive Coach : http://www.youtube.com/watch?v=G9ElB4RILm0
6) Emotional & Social Intelligence: Interview with Daniel Goleman by Harvard Business School: http://www.youtube.com/watch?v=7Qv0o1oh9f4
7) Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance: http://www.youtube.com/watch?v=jZ6_-WhjT8I
8) Success: Leading with Impact: http://www.youtube.com/watch?v=saEkfYSFRrQ
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Appendix III: Resource Materials 1) CEE Executive Development:
http://ipma.co.uk/news/newsid-38.php
2) CEE Executive Briefing (Learn @ Lunch): http://ipma.co.uk/news/newsid-29.php
3) CEE Leadership Program Directory: http://www.ipma.com.sg/downloads/download.php?file=CEE-IPMA-Asia-Pacific-2013-Executive-Education-Program-Directory.pdf
4) CEE Key Note Presentation Directory: http://www.ipma.com.sg/downloads/download.php?file=CEE-IPMA-Asia-Pacific-2013-Key-note-Executive-Briefing-Series.pdf
5) CEE IPMA Clients’ Testimonials on Facilitation and Coaching: http://ipma.co.uk/news/newsid-testermonial.php
6) CEE Listing of Published Articles on Talent Management and Leadership Effectiveness: http://www.ipma.com.sg/publications.php
7) CEE Past Speaking Engagement Presentations: http://www.ipma.com.sg/speaking-engagements.php
Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.)
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Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
Strategic Advisor, IPMA Asia Pacific
C-Suite Executive Coach, EDA Asia Pacific
Email: [email protected]
Website: www.ipma.com.sg/cee.php
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/ipma.singapore
Twitter: www.twitter.com/sattarbawany
Skype: sattar.bawany
Further Dialogue on Social Media
