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Building Your Talent PoolBuilding Your Talent PoolThrough AnThrough An
Emerging Leader ProgramEmerging Leader Program
Bill Byron Concevitch, Chief Talent & Learning Officer
Brenda Eubank, Director Talent Development
Witness Systems
®
Leadership Development“We define Leadership Development as the expansion of the
organization’s capacity to enact the basic leadership tasks needed for collective work: setting direction, creating alignment, and maintaining commitment.”
The Center for Creative Leadership Handbook of Leadership Development, 2nd Edition
“The call and need of a new era is for greatness, for fulfillment, passionate execution and significant
contribution.”Stephen R. Covey
“…..a leadership development program need not be a ragbag of training programs and benefits. Properly
thought through, it can be a major part of a company’s value proposition – one that competitors can’t even
understand, much less copy.”Harvard Business Review, Reprint R05010C Oct. 2005
Why an Emerging Leader Program?
To develop a talent pool of identified and preparedfuture leaders within the existing core employeebase that provides the ability to continue market
domination, organic growth and acquisition strategies.
Talent PoolTalent PoolSkilled LeadersSkilled Leaders
SuccessSuccess+ =
To design a program that had executive leadership buy-in and focus
To create a balanced focus: Operational Leadership Viewpoints Leadership Competency Framework & Self Awareness
To build a unique program which participants could not experience anywhere else—while building high value for the company
Goals of the Program Design
What it is? ……………..
An investment in the creation of a talent pool for “next
generation leadership” within the global organization, bybuilding a group of situational-ready, organizational-savvyleaders. The program focuses on the tactical skills neededto run the business along with strategic viewpoints and aleadership competency framework.
A “Mission” Statement for the Program
Developing a “talent pool” of Emerging LeadersDeveloping a “talent pool” of Emerging Leaders
Succession Planning – determining a particular spot for each participant
Succession Planning – determining a particular spot for each participant
The Program is About – it is Not….
Development of Leadership Competency Model
Designed based on best
practice models
Designed based on best
practice models Shared with all Company
leaders
Shared with all Company
leaders
Approved by Executive Leaders
Approved by Executive Leaders
#1#1
#2#2
#3#3
Witness Leadership CompetenciesCompetency Description
Leads Witness Systems Culture
Maintains the highest ethical standards; is fair, genuine, able to build trust, alignment, and commitment.
Communicates Effectively Effectively communicates internally and externally in written and oral; listens well.
Able to Create a Strategic Vision
Looks into the future, sees possibilities, thinks strategically, and able to turn the vision of the company into action/successes.
Builds and Leads Effective Teams
Leads people, respects others, is a role model, sets direction, understands group dynamics, partners across the firm to deliver cross-functional success, confronts and resolves conflict; works for the good of the whole.
Adaptable to Change Always ready to move forward, energy where needed, fosters new initiatives, is flexible and comfortable with ambiguity, fosters new initiatives, and is able to achieve success through interpersonal agility.
Able to Drive Financial Results
Is a good steward and able to deliver financial success.
Builds and Maintains Customer Satisfaction
Maintains customer focus, demonstrates industry expertise, leads complex transactions, manages complex and difficult negotiations; leads complex projects and able to leverage all areas of the firm.
Demonstrates Business Savvy
Operationally skilled to improve the business through standards and systematic workflow processes; understands that technology is a key competitive differentiator.
Nominations by the executive team, a core of high-potential achievers
Selection based on a set of pre-defined criteria
Selected participants and their managers required to sign a commitment agreement
The Selection Process
Program Framework
Year-long program (January – December) Four (4) face-to-face sessions Class project determined by senior executive
team Internal senior executive team speakers Outside guest speakers Assessment tools used throughout the program Mentor assignments
LeadershipCompetencies
Internal leaderPerspectives
OperationalResponsibilities
Discovery &Self-Awareness
External LeadershipPerspectives
Every Session
Internal Leadership Perspectives
Views from the CEO, COO, & CFO
Views from the CEO, COO, & CFO
•Product Development•Customer Care•Services
•Product Development•Customer Care•Services
•Finance•Marketing
•Finance•Marketing
•Sales•Channel Re-sellers
•Sales•Channel Re-sellers
Senior Leaders provide a “close-up” view of their operation (something the participants don’t see in an all-leadership meeting)
and share their personal views on leadership.
Senior Leaders provide a “close-up” view of their operation (something the participants don’t see in an all-leadership meeting)
and share their personal views on leadership.
External Leadership Perspectives
Guest Leaders who have
broad experiences
Guest Leaders who have
broad experiences
Share theirpersonal insights
Share theirpersonal insights
Provide examples of success
and failures
Provide examples of success
and failures
Expertise in various leadership roles
Expertise in various leadership roles
Give their advice tofuture key leaders
Give their advice tofuture key leaders
What’s in itfor the guest
leader? An opportunity for the leader …. to interface with a dynamic group of up and coming leaders, share their ideas, talk about their successes and failures, share their passion, and give advice.
External Leadership Perspectives
Developingthe
“Whole” Person
Myers Briggs Type (+facets)
DiSC(Social Behavior)
Values(Aligning Personal Values with Leadership Values)
Benchmarks 360Thomas-Kilmann Conflict Mode (TKI)
Emotional IntelligenceEQI
Creating Greater Self-Awareness
Class Project – “Actionable Learning”
• Assigned by CEO• A snapshot of the project:
– Based on Geoffrey Moore’s model of identifying what is “core” and what is “context” in the business
– Moving “context resources” over to core – building a plan– Implementing a new business model
• Project scope and timeline for deliverables assigned by CEO
• Participants manage the project and how they work together
• Report to CEO, COO, and CFO at milestones• Final presentation to all Leaders (January 2007)
Mentor/Participant Assignments
Participants Each participant assigned a
mentor Review participants strengths,
weaknesses, personality type, etc.
Look at operational gap areas Coach participants on their
responsibilities in working with their mentor
Note: Beware of participants lobbyingfor a particular mentor on their own.
Mentors All Executive Leadership Team
mentors at least 1 participant Assign mentors from different
operational areas than the participant
Align mentor/participant based on personal strengths/weaknesses
Coach mentors regarding their role and the expectations for being a mentor
Each participant has an Individual Development Plan
Meets with manager to discuss goals and progress
Continually modify and update their plan as they grow through the program
Each participant has an Individual Development Plan
Meets with manager to discuss goals and progress
Continually modify and update their plan as they grow through the program
Individual Development Plan
Leadership Development and Financial Success
“This is an investment in global leadership talent focused on broad operational skills, complemented by strategic viewpoints and a leadership competency framework. We're doing this because we believe that people drive growth and that leadership optimizes performance, which will help provide fuel for
our "$550 in 5" goal - and beyond.”
Dave Gould, “Seize the Opportunity,” January 31, 2006
“Every organization needs performance in three major areas: Itneeds direct results; building of values and their reaffirmation; and
building and development people for tomorrow. If deprived of performance in any one of these areas, it will decay and die. All
three therefore have to be built into the contribution of everyexecutive….” Peter F. Drucker, The Effective Executive, pp 55-57
Measurement – the Return on Learning (ROL)
Short term measurements Retention Improved cross-functional sharing = performance
improvement Long term measurements
Tenure – cost savings on recruiting fees of high potential talent
Promotability Improved retention of subordinates Value of Human Capital Knowledge – less turnover
more knowledge remains within the company Identifying success factors of high potentials within
Witness Culture
1) Requires hands-on management (an internal manager/coach to work with each participant and the program details)
2) Special skills to deliver, i.e., certifications on tools, consulting skills, coaching skills, facilitation, and leadership
3) Resource commitment both time and money (significant time from key leaders & participants in the organization)
4) You must “nail” the 1st face-to-face session; it establishes the benchmark for the remainder of the program
Expectations are set Participants begin to buy-in to the commitment they made Participants see the benefits and further champion the program
5) Make it fun!
Potential PitfallsSome things you should know……
How to Get Started
Develop the supporting “white paper” and presentation to key leadership
Why the need? Benefits to the organization Goals of the program How? Components of the program Measurement
Champion the process with Board of Directors, CEO, COO, and others
Develop and use a Leadership Competency Model Manage the nomination/selection process Notify participants & get their signed commitment Deliver & monitor the program
Recommended Resources
Discovering the Leader in YouRobert J. Lee and Sara N. King Jossey-Bass, Inc.
The Effective Executive In Action: A Journal for Getting the Right Things Done
Peter S. Drucker and Joseph A. Maciarello HarperCollins
Investing in Your Company’s Human CapitalJack J. Phillips, Ph.D., AMACOM
Grow Your Own Leaders: How to Identify, Develop and Retain LeadershipWilliam C. Byham Prentice-Hall, Inc.
Leading into the Future - A Global Study of Leadership: 2005-2015American Management Association 2005
What CEOs Expect from Corporate Training:Building Workplace Learning and Performance Initiatives that Advance
William J. Rothwell, John Lindhom, William G. Wallick AMACOM
Center for Creative Leadershipwww.ccl.org
