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© 2016 Zenger Folkman
The Impact of Starting Leadership Development Earlier:
Easier Recruiting, Better Retention, and Higher Performance
Dr. Jack ZengerChief Executive Officer
Zenger Folkman
2
©2015 QUALTRICS LLC.
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Housekeeping
Dr. Jack ZengerChief Executive Officer
Jack Zenger, D.B.A., is a world-renowned behavioral scientist, bestselling author, consultant, and a national columnist for Forbes and Harvard Business Review. With more than five decades of experience in leadership development, he is recognized as a world expert in the field of people development and organizational behavior. His ability to connect with Executives and audiences though compelling research and inspiring stories make him an influential and highly sought-after consultant and speaker.For more go to: http://zengerfolkman.com/jack/
© 2016 Zenger Folkman
© 2016 Zenger Folkman
A Client’s Retrospective View
Q: You have had great success in your development of leaders. Your leaders have improved at a statistically significant level on all the competencies we measure. What would you do differently, if you were doing all this again?
A: We would begin earlier in the leader’s career.
© 2016 Zenger Folkman
The Urgent Need of Leadership
• 60 percent of companies are facing leadership shortages that impede their performance.
• 31 percent say developing leaders is their largest talent issue (Deloitte).
• 10,000 baby boomers retire every day.• Recruiting and retention becoming a serious challenge.
© 2016 Zenger Folkman
What Helps Recruit and Retain Leaders?
© 2016 Zenger Folkman
How Might This Be Solved?
Solution• Emphasize leadership development as a core
component of firm’s value proposition.• Accelerate the development process.
© 2016 Zenger Folkman
Potential Groups
1. Supervisors and
Team Leads
2. Individual Contributors
© 2016 Zenger Folkman
Young Supervisors
© 2016 Zenger Folkman
Average Age at Different Levels
Supervisors
Managers
0 5 10 15 20 25 30 35 40 45
© 2016 Zenger Folkman
When do managers first receive leadership training?On average, at age 42—about 10 years after they began supervising people.
At What Age Do We Start Developing Leaders Now?
25 & Under
26-30 31-35 36-40 41-45 46-50 51-55 56-60 60 & Over
Age
Source Zenger Folkman Training Database HBR.ORG
2.5%
7.8
13.6
18.519.0
15.9
13.1
6.7
2.9
© 2016 Zenger Folkman
When Do We Start Developing Leaders?
• The average supervisor would typically wait 9 years before participating in anything but a basic development program.
• Most organizations are waiting until leaders move beyond the supervisory level before starting serious development.
© 2016 Zenger Folkman
• Set expectations—everyone will progress.
• Take development plans seriously.
• Everyone is involved in everyone’s development.
1. Challenge: Create a Culture That Values Development
© 2016 Zenger Folkman
• Powerful recruiting tool.• Strong force for retention.• Improves leaders’ performance.
2. Start Leadership Development Earlier
© 2016 Zenger Folkman
• Every employee has the right to work with an excellent boss.
• Learning by trial and error leads to unnecessary mistakes.
• We rely heavily on prior role models a leader has had.
• Graduates from the even the best universities have seldom had leadership development.
3. Fewer Painful Mistakes are Made
© 2016 Zenger Folkman
• Noticeable difference in those who learn a skill at a young age versus an older age.
• Instruction followed by deliberate, correct practice creates elevated levels of skill.
4. Good Habits are Acquired Early
© 2016 Zenger Folkman
We have compelling data proving a strong relationship between leadership skills and:• Employee engagement• Employee retention• Customer satisfaction• Improved productivity• Greater innovationBeginning a decade earlier means the organization benefits from a longer period of stronger leadership.
5. Organizations Perform Better
© 2016 Zenger Folkman
• At the current time, we practice a ”sink or swim” approach.
• How many leaders who failed could have been saved with “early-on” development that gave them the basics for leading effectively?
6. Fewer Failures
© 2016 Zenger Folkman
What Needs to Change?
Continue to emphasize promotions from within.• Evidence shows that promotions from within
work better.• Identify early those with leadership potential.• Provide more formal and informal development
opportunities at a younger age.
© 2016 Zenger Folkman
Focus More Attention on Younger Staff
Classic breakdown of generational groups:1. Traditionalists Born from 1930 to 19452. Baby Boomers Born from 1946 to 19653. Gen X Born from 1966 to 19814. Gen Y (Millennials) Born from 1982 to 2000
• Today we are devoting roughly 88 percent of our development effort to Gen X and older.
• Only 12 percent to Gen Y.
© 2016 Zenger Folkman
Individual Contributors
© 2016 Zenger Folkman
Are they leaders? Do they influence others?Is “Individual Contributor
Leader” an oxymoron?
Forgotten Leaders Analyst
Senior Accountant
Engineer
Chemist
Senior Scientist
© 2016 Zenger Folkman
How Important are Individual Contributors?
• Accomplish the lion’s share of work.• Provide vital leadership.• Pool for future leaders.• Leadership occurs at all levels.
© 2016 Zenger Folkman
Charles A. O’Reilly of Stanford University, “Competitive advantage comes not from
attracting unusual talent, but from utilizing the people already there.”
Organizational Success Depends on Them
Peter Drucker observed: “The most effective organizations are those that enable ordinary people to do extraordinary things.”
© 2016 Zenger Folkman
Results from 654 Individual Contributors—the greater the level
of competencies, the more productive they are.
Impact of Competencies on Productivity
1st - 9th
10th - 19th
20th - 29th
30th - 39th
40th - 49th
50th - 59th
60th - 69th
70th - 79th
80th - 89th
90th - 100th
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0%5% 7% 8%
15%
30% 29%
49%
63%
81%
Managers’ overall ratings of individual contributors’ competencies
Percentage rated in the top 10% in
Productivity
© 2016 Zenger Folkman
How Can We Best Develop Leaders?
• Everyone expected to grow.• Multi-rater assessment & feedback.• Identify fatal flaws.• Focus on strengths.• Follow-up coaching.• Managerial involvement.• Using current position as the classroom.• Action learning projects.
© 2016 Zenger Folkman
Retention of Individual Contributors
• Extremely vulnerable if not cared for.• Loss can be extremely damaging.• Everyone’s work needs meaning, purpose, and
opportunity for mastery.• Need to be treated with respect and dignity.• Development programs can have a substantial
positive impact.
© 2016 Zenger Folkman
Conclusions About Early Development
• Huge leg up in recruiting.• Moves people from having only a job, to having
a career.• Greater skills increase individual and
organizational productivity.• Development elevates retention.
© 2016 Zenger Folkman
Thank YouContact us at [email protected]
orwww.zengerfolkman.com
Better Leaders.Better Results.Our strengths-based leadership development programs are built with research gathered on more that 85,000 global leaders suing over a million 360-degree assessments. These finding are delivered through our unique cross-training approach that is proven to increase leadership effectiveness.