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Leadership Development
Terry Meyer
Summary Presentation
©All the material in this presentation is copyright of Terry Meyer. [email protected] ; www.leadershipsa.com
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Hay/Bloomberg Best Companies for Leadership 2011
1 General Electric2 Procter & Gamble3 Intel Corporation4 Siemens5 Banco Santander6 Coca-Cola7 McDonald's Corporation8 Accenture9 Walmart10 Southwest Airlines
11 ABB12 Microsoft13 PepsiCo14 Goldman Sachs15 Hewlett-Packard16 Unilever17 Cisco Systems18 FedEx19 Pfizer Inc.20 BASF
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Hay/Bloomberg Best Companies for Leadership: Signature processes
• Positioning for the future (GE)• Accelerator experiences (P&G)• The “WOW” factor (Zappos)• Growth surge (ABB)• Part of everyday life (SW Airlines)
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Fortune 2011 Top Companies for Leaders
• IBM• General Mills• Proctor & Gamble• Aditya Birla (Mumbai)
• Colgate Palmolive• Hindustan Unilever
(Mumbai)
• ICICI Bank (Mumbai)
• McDonalds
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Leadership Development
Questionnaire: Where are you
now?
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Individual Development
Identification of Leadership
Potential
Leadership DNA
Future Challenges
Leadership Development Framework
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Leadership Challenges• External business environment – what’s changing?
– PESTEL– Diversity– World of work– Stakeholder demands– Sustainability
• Business strategy– New markets– New products & services– New geographies
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What are some of the key challenges facing your leaders?
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Hierarchical command and control approaches simply do not work any more. They impede information flow inside
companies hampering the fluid and collaborative nature of work today.
CEO IBM
What does this mean for Leadership?
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Leadership DNA
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Leader Leadership
Leadership DNA
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Leadership DNA• What does leadership mean in your
organisation?• How do you institutionalise leadership?• Are leadership behaviours for success
defined?• Are there core development interventions to
align leadership behaviour across the organisation?
• Is leadership a key Executive agenda item?• Do Executives model sound leadership?• Is leadership branded in the organisation?
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Personal Effectiveness
Organisational Collaboration
LeadingTransformation
Sustainable results
Leadership Performance Framework
TeamEffectiveness
© Copyright Leadership SA
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Identifying Leadership Potential
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Identifying Leadership Potential• Who will be your future leaders?• Where are they now?• If you had a $1m budget to grow next generation
Executives, who would you invest in?• Formal assessments at career milestones• Performance on stretch assignments• Start early• Clear criteria
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Individual Development
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Growing leaders: Principles• Understand the leadership “bench strength”• Invest in the right people• Align development to business strategy• Align development to personal needs & career• Involve Executives personally• Create conditions to apply learning• Work with individuals & teams• Manage transitions• Multiple learning processes• Formal and informal interventions• Importance of “on boarding”
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Leadership Level
Academic ExecutiveEducation
In House Programmes
Individual / Accelerated Development
Specialised Courses
Executive AMP (HBS)LBSIEDP
Executive Forum
•Organisational change•Strategy •etc
Senior Management
ExecutiveMBA (UCT)
EDP (GIBS) Executive Leadership Programme
•Conflict mgt•Hi performance organisation•etc
Middle Management
MBA (WBS) MAP (WBS) Leadership Dev Programme
•Negotiation•PSDM•Performance mgt etc
1st Line Leaders
Supervisory Leadership/Accelerated Dev Programme
•Interaction management•Discipline •etc
Leadership Development Architecture
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FormalTraining
Coaching &Mentoring
ExperientialLearning
Projects & stretch
Assignments
Business Driven Action
Learning
Build Connectivity
FutureChallenges/
Strategy
ContinuingEducation
Formal LearningInterventions:
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Accelerated Development Programme
• Purpose of the programme• Selection to the programme• Career objectives• Duration of the programme• Structure of the programme• Personal assessment• Experience map
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Accelerated Development Programme (cont)
• Coaching / mentoring / performance feedback• Courses / programmes• Preparing the environment• Roles and governance
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Conclusion• Leadership provides a
business competitive advantage
• It should be strategic• It is transformational• Yesterdays leaders
may not be the right leaders for tomorrow
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Now, more than ever, the world needs great
leaders!
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Final Challenge:
Assume it is 3 years from now. As a result of your efforts your organisation is seen as one of the best led organisations and the leader in leadership development in the country.
What were the 5 – 10 key comprehensive strategies that you implemented 3 years ago that has enabled you to achieve this?