Heitger Consulting ZFU_Value Driver Leadership

Value Driver: Leadership an Innovative Approach to

Strategic Leadership Development

ZFU-Conference “Excellence in Talent Management”

Dr. Barbara Heitger www.heitgerconsulting.com

2

Agenda

1. Why Strategic Leadership Development

2. An Innovative Approach to Strategic Leadership Development

3. Example 1 - Corporate Case

4. Framework for Development

5. Example 2 - Hidden Champion Case

6. Navigation System for Strategic Leadership Development

7. What‘s the gain

8. Backup

http://www.heitgerconsulting.com

Old approach leadership development

focus solely on individual capabilities

New focus on „orchestration“ because

of increased complexity and interaction

needs -> higher speed

Higher Speed and Dynamism


4

Confronting the unexpected and nobody knows what

will happen next



5

High-reliability organizations, or HROs, share two essential

characteristics: They constantly confront the unexpected and

operate with remarkable consistency and effectiveness.

So it's better for HROs to allow decisions to migrate to frontline

expertise rather than to the top of pre-established hierarchies,

where positions are often filled for reasons other than

experience.



6

1. Why Strategic Leadership Development (1)

The Enterprise of the Future & the DNA of Future Leadership

IBM Global CEO

Study 2008



7

1. Why Strategic Leadership Development (2)

Value driver leadership development

BCG/WFPMA

Study 2008



8

Agenda








8. Backup



9

2. An Innovative Approach to Strategic Leadership Development (1)

Leadership - the Individual Perspective Leadership Pipeline and Leadership throughout the enterprise

self awareness, role model, passion, fit

for turbulences

align, challenge, support, assess

general management skills & balance

between operative, strategic, innovative

perspective; leading managers

develop insight, vision & explore

opportunities, challenges of globality &

conflicting targets

Leading...

self

others

business &

function

the enterprise



10


Leadership - the System Perspective

translate strategy & identity of the firm

into „what do we want our leaders & our

leadership to stand for“

integrate decisions & initiatives of leaders/

managers from different levels &

functions, cultures - how is overall

leadership perceived - inside & outside the

company

build exploring, innovating, implementing

and anchoring leadership

supporting implementation of leadership

brand

Leadershipbrand

Leadership of teams

& community

Entrepreneurial

capacity

Procedures & tools

in leadership



11

Innovative Leadership Development

• leading self

• leading others

• leading business & function

• leading the enterprise

• Leadership brand - strategy/ identity

• Structures/ procedures / tools

• Entrepreneurial capacity

• Leadership community/ teams

(If completely anchored: leadership

culture)

Individual Leadership

Development

„ILD“

Organizational Leadership

Development

„OLD“

Individual focus System focus

adresses

& links


Leadership @ work



12

Agenda








8. Backup



13

Top Performer

Success

Self assessment

Management Program

Junior Management Program All employees

3. Example 1 - Corporate Case (1)

Top-Performer Program

Achievement of corporate

targets requires systematic

identification and development

of top performers at various

management and employee

levels

Horizontal and vertical

development



14

To challenge and cultivate the best managers from within the enterprise

To concentrate on business-related development

Flexible deployment of talent across all areas / horizontal and vertical

development

Faster filling of vacant positions through development of top successors for

key positions

Consistent promotion of close feeling of identity by managers acting in line

with the mission and embodying the core values

Incentive to loyalty in times of highest demands on top performers as a

result, for example, of staff cuts


Goals of "Top Performer"



15


Development modules

Networking

•Kick-off event

•Community Day

•Work on corporate top strategic challenges

•Inside-Outside

•Closing event

Feedback program

•Management

appraisal

•Optional 360°

Feedback

•Development

discussion with

HRD and superior

Challenge

on-the-job

•Deputization

•Challenge =

particularly

challenging task at

horizontal level,

special project

work

•Job rotation

Skill training

•Communication

•Change mgmt

•Leadership and

management

•Business upgrades

Ind

ivid

ua

l fo

cu

s

syste

m fo

cu

s



16

Support from board members for following modules:

Selection of candidates

Kick-off event

Community Day, Inside-Outside

Closing event

Partially: mentoring for projects (challenge on-the-job)

Time: total of approx. 0.5 days per board member

Benefits:

Direct contact with middle management

Motivation of participants through increased visibility towards entire

board of management

Embodiment of values / role model function / orientation

Acknowledgement of top performers

Making strategy tangible / hands-on

Communication of requirements / expectations to middle

management


Support from board members



17

Generation of realistic expectations through

- focus on the job and

- horizontal career approach

All development modules will continue to be developed, tailored to

internal customers' requirements.

Clear communication of demands on top performers and superiors

Consistent implementation of development plan

Intermeshing with strategic focus


Key success factors



18

Agenda








8. Backup



19

4. Framework for Development (1)

Research Question - How does „change & learning“ work

When you think about your career as a manager, certain events or episodes

probably stand out in your mind – things that led to a lasting change in you

as a manager.

Please identify 3 key events in your career, things that made a difference in

the way you manage now.

• What happened?

• What did you learn from it (for better or worse)?

Copyright CCL



20


The Variety of Experience

• Scope

• Fix it

• Start from Scratch

• Line to Staff

• Projects/

Task Forces

Challenging

Assignments

• Values

Playing Out

• Role Models

Learning

from Others

• Business Failures

& Mistakes

• Demotions/ Missed

Promotions/

Lousy Jobs

• Breaking Out

of a Rut

• Personal Trauma

• Employee

Performance

Problems

Hardships

• Course Work

• First

Supervisory

Experience

• Early Work

• Purely

Personal

Other

Events

Copyright CCL



21


Players & Ingredients

Support Assessment

Challenge

Development

Company

System Group

Individual

Source: Amel Karboul; based on CCL model



22

Agenda








8. Backup



23

5. Example 2 - Hidden Champion (1)

Strategic Innovation „live“ - New Ideas & new Energy guaranteed

Learning Journey to other successful companies to explore ideas to

this core question:

„We might face dramatic turbulences in market - & technology development -

being extremely successful for years! How do other companies deal with

similar challenges in order to stay market leader for the next 10 years?“



24


Goals

• Deepen understanding about prerequisites of successful implementing

strategic innovation

• Get to know tools, processes, programs & leadership initiatives that

create innovation, explore & overcome company specific barriers of

strategic thinking

• Challenged from “outside in“

• Establish “outside the box thinking“ as leadership attitude

• Foster entrepreneurial capacity in strategic innovation - get out of

“comfort zone“

• Align leadership community for innovation need, ideas & initiatives



25


Highlights and Critical Success factors

• Strong Projectmanagement team and board support

• 3 x 3 x 3 - 3 learning journeys for 3 days to 3 companies and their „world of

strategic innovation“

• Learning journey with a clear and challenging agenda: exploring - understanding -

getting ideas/ transferring

• Organizational self assessment of company - high impact training - challenging

facilitation as success factors

• Systemic and intensive dialogues with visited companies generated deep insights

and created future networks inside and outside the company

• Mixed “travelling teams“ (business unit function/ level/ country) enriched sharing

and creating new ideas

• The international management conference as platform for sharing and prioritizing:

Focus on dialogue and “internal market process“(strategic innovation initiatives!)

• Concept - contract - commitment to strategic innovation initiatives



26

Explore

• coreteam

• organization diagnosis

• careful selection and

briefing of firms

•develop core question

• kickoff for journey

teams

preparation

Understand &

generate ideas

• intensive sharing

during journey

• visiting outstanding

companies

• coaching & challenging

by external consultants

the journey

prioritize and

transfer

• dialogue integrates

ideas and insights

• generate initiatives

• develop take-home

agenda on individual,

group and company

level

the international

management conference


Steps



27

Agenda








8. Backup



28

6. Navigation System for Leadership Development (1)

... Person

... Function in Leadership Pipeline Programs along levels:

Talent/Potential/Transition/Mastery

... Member of Leadership Team and

Community

differentiate and integrate perspectives:

X- level, x functional

x -national, x -divisional

... Contributor to "Leadership brand"

("uniqueness“) & entrepreneurial capacity

provide and develop core identity and link to corporate

development and strategy

Individual adressed as Goals

General management skills

Leading self and others entrepreneurship

Leadership and teachable moments



29


Evaluation of Cases

Top Performer Program Case



30


Evaluation of Cases

Learning Journey Case



31

6. Navigation System for Strategic Leadership Development (4)

Leadership @ work

State of the Art

Leadership

Development

Management & HR-

Tools/ Instruments Strategy/Identity

Leadership

Development -

individual and

organizational



32

Agenda








8. Backup



33

7. What‘s the gain (1)

• focus on leadership brand - what do we as a company

want our leadership to be known for?

(in relation to our core identity and our strategy)

• focus on most powerful levers by optimal mix of individual &

organizational leadership development

• provide transfer and sustainable implementation specifically by OLD

• Leadership & -development as value drivers for corporate success

• HR as Strategic Partner



34

7. What‘s the gain - the questions (2)

• keep it simple

• further develop evaluation & measurement

• tailorize! customize! - what‘s the company ready for?



35

Agenda








8. Backup



36

8. Backup

State of the art Leadership Development in the USA & Europe

USA Europe

„Hero CEO“ Ambivalent attitude towards senior

leadership

Open envolment & case studies

(business schools)

Customized within company

Assess - support - callenge

consistency on individual level

Action learning consistency on

corporate level, less assessment &

challenge

Tooldriven & pragmatic approach Tools & theory based

One stop seminars Modules/ programes

Leadership is an essential topic in

politics, non governmental sectors,

education, business

Leadership is primarily an essential

topic in business
