closing the capability gap harriison and mcmillan
TRANSCRIPT
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Closing the Capability & measuring 21st Century Performance
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I’m obsessed with Adaptation
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Outside Looking In
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How the world has changed
• Communication Localized & Delayed Mobile / Instantaneous• Workspace Fixed & Permanent Mobile / Flexible
• Knowledge Formal & Payed Deconstructed / Free
• Cycle time Years & Months Days / Hours
• Leadership Command & Control Distributed
• Structure Rigid Hierarchy Networked teams
• Product life cycle Years Months
• Focus Certainty & Stability Anticipation / Agility
• Business Focus Volume & Product Value & Information
Modes Manufacturing age Information age
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We’re still looking backwards
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<1% Less than 1% senior leaders and managers are
capable of executing their roles effectively
Data provided by Lectica from a global sample of over 3,014 leaders
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Leadership Decision Making - The Facts
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Non Manager Pre-Manager Supervisor Mid-Level Upper Level Senior Top small Org Top Large Org
Level of Management Live Data - (N=3014) Data courtesy of Lectica.inc
Level of Leadership capability based on Decision Making capacity
11.0
12.0
13.0
14.0
11.5
12.5
13.5
10.5 Advocated Linear Thinking
Early Systems Thinking
Early Principled Thinking
Late Principled Thinking
Advanced Systems Thinking
Early Paradigm Thinking
Late Paradigm Thinking
We’re not quite sure
Levels of Work Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
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Non Manager Pre-Manager Supervisor Mid-Level Upper Level Senior Top small Org Top Large Org
Level of Management Live Data - (N=3014) Data courtesy of Lectica.inc
The Level of Leadership capability based on Decision Making capacity
The Current Level of Role Complexity based on People Managed, and Task Demands
11.0
12.0
13.0
14.0
11.5
12.5
13.5
10.5 Advocated Linear Thinking
Early Systems Thinking
Early Principled Thinking
Late Principled Thinking
Advanced Systems Thinking
Early Paradigm Thinking
Late Paradigm Thinking
We’re not quite sure
Levels of Work Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
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Non Manager Pre-Manager Supervisor Mid-Level Upper Level Senior Top small Org Top Large Org
Level of Management Live Data - (N=3014) Data courtesy of Lectica.inc
Level of Leadership capability based on Decision Making capacity
Level of Role Complexity based on People Managed, and Task Demands
11.0
12.0
13.0
14.0
11.5
12.5
13.5
10 Years
15 Years
20 Years
25 Years
Were not quite sure, but it’s BIG !
8 Years
3 Years
Advanced Linear Thinking
Early Systems Thinking
Early Principled Thinking
Late Principled Thinking
Advanced Systems Thinking
10.5
Early Paradigm Thinking
Late Paradigm Thinking
We’re not quite sure
Levels of Work Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
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The Gap Effect Businesses are failing to adapt to increasing
change & complexity fast enough, causing compounding problems at all organisational levels
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So what’s causing the Gap?
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GAP CREATOR 1
OUTDATED LEADERSHIP
MINDSETS AND
APPROACHES
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Non Manager Pre-Manager Supervisor Mid-Level Upper Level Senior Top small Org Top Large Org
Level of Management Live Data - (N=3014) Data courtesy of Lectica.inc
Level of Leadership capability based on Decision Making capacity
Level of Role Complexity based on People Managed, and Task Demands
11.0
12.0
13.0
14.0
11.5
12.5
13.5
10 Years
15 Years
20 Years
25 Years
Were not quite sure, but it’s BIG !
8 Years
3 Years
Advanced Linear Thinking
Early Systems Thinking
Early Principled Thinking
Late Principled Thinking
Advanced Systems Thinking
10.5
Early Paradigm Thinking
Late Paradigm Thinking
We’re not quite sure
Levels of Work Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
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The overriding theme of what I’ve been hearing from clients recently is that they’re a bit stunned –
shocked, actually – at how the leadership development programs they’d had in place were
not able to meet the needs of their business as we’ve gone through these tremendously
disruptive economic changes over the past few years.
Bill Pelster, Principal, Deloitte Consulting
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GAP CREATOR 2
Waiting for
Certainty &
Stability
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Non Manager Pre-Manager Supervisor Mid-Level Upper Level Senior Top small Org Top Large Org
GAP CREATOR 4
Low level thinkers make
high level decisions
(recruiters)
Level of Management Live Data - (N=3014) Data courtesy of Lectica.inc
Level of Leadership capability based on Decision Making capacity
Level of Role Complexity based on People Managed, and Task Demands
11.0
12.0
13.0
14.0
11.5
12.5
13.5
10 Years
15 Years
20 Years
25 Years
Were not quite sure, but it’s BIG !
8 Years
3 Years
Advanced Linear Thinking
Early Systems Thinking
Early Principled Thinking
Late Principled Thinking
Advanced Systems Thinking
10.5
Early Paradigm Thinking
Late Paradigm Thinking
We’re not quite sure
HR & Recruiting
GAP CREATOR 3
Low-level thinking
making high level
decisions
Levels of Work Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
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GAP CREATOR 4
Behavioural
Assessments
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Non Manager Pre-Manager Supervisor Mid-Level Upper Level Senior Top small Org Top Large Org
Level of Management Live Data - (N=3014) Data courtesy of Lectica.inc
Level of Leadership capability based on Decision Making capacity
Level of Role Complexity based on People Managed, and Task Demands
11.0
12.0
13.0
14.0
11.5
12.5
13.5
10 Years
15 Years
20 Years
25 Years
Were not quite sure, but it’s BIG !
8 Years
3 Years
Advanced Linear Thinking
Early Systems Thinking
Early Principled Thinking
Late Principled Thinking
Advanced Systems Thinking
10.5
Early Paradigm Thinking
Late Paradigm Thinking
We’re not quite sure
Levels of Work Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
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Why are behavioural assessments letting organisations down?•Very little evidence of growth - change yes, development no
•Full of subjective opinions, biases and distortions
•No context
•Can’t accurately measure ROI
•Do not measure capability - they measure frequency and like-ability
•Use outdated benchmarks
•Summative in nature
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What you can do about it ! Closing the gap
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reco
mm
ende
d
Use modern approaches to leadership development that master complexity
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reco
mm
ende
d
Redefine your capability benchmarks
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reco
mm
ende
d
Hire or become a strategic HR Manager
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reco
mm
ende
d
Use developmental assessments
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•Statistically proven to double decision making capability in 1 year
•Entirely objective - no bias
•Context dependant
•Formative in nature - supplies specific “next steps”
•Clear ROI
•Current benchmarks
•Measures capability
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•Developmental Level
•Perspective Taking
•Perspective Seeking
•Perspective Coordination
•Collaborative Capacity
•Contextual Thinking
•Decision Making Capacity
What skills do LECTICAL Assessments measure?
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Relevant things to read
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Recom
men
ded
Future Trends in Leadership Development
A White Paper
By Nick Petrie
Issued December 2011
WHITE PAPER
The How-To of Vertical Leadership Development–Part 230 Experts, 3 Conditions, and 15 Approaches
By: Nick Petrie
Future trends in Leadership Development Nick Petrie
The How-To of Vertical Leadership Development Nick Petrie
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reco
mm
ende
d
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• Gainaccesstoleadingtechnology,processesandrecruitmentexpertise,whereyouhavetheflexibilitytoselectfromavarietyofrecruitmentservicesandonlypayforwhatyourequire.
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• WehaveateamofRecruitmentPartnersthatbehaveasyouroutsourcedinternalrecruitmentteamandwhoareavailabletosupportyouondemand.
Youraffordableyeteffectiveoutsourcedrecruitmentteam
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Questions?
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