glf presentation 2011 mexico version (2)
DESCRIPTION
Reporte del estudio global de Liderazgo 2011TRANSCRIPT
![Page 1: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/1.jpg)
Global Leadership
Forecast 2011
The Talent Management Expert
![Page 2: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/2.jpg)
![Page 3: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/3.jpg)
![Page 4: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/4.jpg)
• Mocha coconut frappuccino• Cupcakes• Lactose free milk• Extra large drinks• Via in French roast & Verona• Electronic delivery of rewards• Free WiFi
![Page 5: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/5.jpg)
?
![Page 6: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/6.jpg)
NO!
![Page 7: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/7.jpg)
Leadership Development Effectiveness 34%
2011 29%2009
33%2006
HR
48%2011
![Page 8: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/8.jpg)
?
![Page 9: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/9.jpg)
NO!
![Page 10: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/10.jpg)
LeadershipQuality
37%
2009
38%
2011
25%HR
32%
2011
![Page 11: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/11.jpg)
?
![Page 12: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/12.jpg)
NO!
![Page 13: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/13.jpg)
18%Future Bench Strength 18%
HR
![Page 14: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/14.jpg)
Leadership Quality Impacts…
![Page 15: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/15.jpg)
Confidenceof Future Business Success
4%4%
66%66%
Low Leadership QualityLow Leadership Quality
High Leadership QualityHigh Leadership Quality
![Page 16: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/16.jpg)
Retention 24%24%
70%70%
Low Leadership QualityLow Leadership Quality
High Leadership QualityHigh Leadership Quality
![Page 17: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/17.jpg)
Engagement9%9%
50%50%
Low Leadership QualityLow Leadership Quality
High Leadership QualityHigh Leadership Quality
![Page 18: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/18.jpg)
The bottom line52%52%
13%13%
Financial performance Financial performance 2.8x2.8x
Customer satisfaction Customer satisfaction 4.6x4.6x
ProductivityProductivity 4.7x4.7x
Quality of servicesQuality of services 4.4x4.4x
Low Leadership QualityLow Leadership Quality
High Leadership QualityHigh Leadership Quality
![Page 19: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/19.jpg)
Passion7%7%
53%53%
Low Leadership QualityLow Leadership Quality
High Leadership QualityHigh Leadership Quality
![Page 20: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/20.jpg)
Performance:Top vs. Average
50%better
![Page 21: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/21.jpg)
Cost of Leadership Performance
AVERAGE HIGHLOW
1 Leader X 10 Direct Reports
X $170,000 Revenue Per EE
$1.7 million
If the difference between an average leader and top-performing leader is 50%
$2.6 million
![Page 22: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/22.jpg)
Time for a (R)evolution!
![Page 23: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/23.jpg)
About the Global
Leadership Forecast
1,897 HR Professionals
12,423 Leaders
2,679 Organizations
74 Countries
![Page 24: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/24.jpg)
Enhanced Business
Impact
Enhanced People
Outcomes
Talent Systems & Practices
Leadership Development
Management Culture
![Page 25: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/25.jpg)
Development Matters
Leadership Development
Talent Systems & Practices
Management Culture
![Page 26: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/26.jpg)
EffectiveDevelopment =
Quality Leadership 13%13%
62%62%
Low Development EffectivenessLow Development Effectiveness
High Development EffectivenessHigh Development Effectiveness
![Page 27: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/27.jpg)
Leadership development:What works today, may
not work tomorrow
![Page 28: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/28.jpg)
Top Five Past
Critical Skills
1. Driving & managing change
2. Executing organizational strategy
3. Coaching & developing others
4. Making difficult decisions
5. Improving employee engagement
![Page 29: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/29.jpg)
Table Activity:
What are the top 5 future critical skills?
![Page 30: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/30.jpg)
1. Driving & managing change
2. Identifying/developing future talent
3. Fostering creativity & innovation
4. Coaching & developing others
5. Executing organizational strategy
Top Five Future
Critical Skills
![Page 31: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/31.jpg)
Top FiveFuture
Critical Skills
1. Driving & managing change
2. Identifying/developing future talent
3. Fostering creativity & innovation
4. Coaching & developing others
5. Executing organizational strategy
![Page 32: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/32.jpg)
Top Five Future
Critical Skills
1. Identifying/developing future talent
2. Driving & managing change
3. Coaching & developing others
4. Fostering creativity & innovation
5. Business/financial acumen
![Page 33: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/33.jpg)
Leadership Skill Effectiveness:
50 / 50 Value Proposition
![Page 34: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/34.jpg)
“Our CEO coined how we need to think about innovation. He said, ‘I’d rather be 8 and 2 than 2 and 0 in terms of willingness
to try out something new’”.
![Page 35: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/35.jpg)
Innovation Important
95%
90%
89%
72%
Budget Increases
80%
82%
73%
49%
Up The Value Chain
Boston Consulting Group 2010
![Page 36: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/36.jpg)
(R)evolution Point 1A Leaders Role in Innovation
![Page 37: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/37.jpg)
Failure to Execute
Innovation Challenges Culture of Innovation
Think Differently
Question Assumptions
Get Things Done
Experiment
Team Members
The Leader’s Role in Innovation
?Inspire Curiosity
Drive Discipline
Leader
Challenge Current Perspectives
Create Freedom
![Page 38: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/38.jpg)
Leadership Development
Methods
• Formal classroom training
• Special projects
• Coaching from your manager
• Moving positions
• Coaching from internal coaches
• Web-based, self-study learning
• Coaching from external coaches
• Virtual classroom
![Page 39: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/39.jpg)
Formal classroom training
Special projects or assignments
Coaching from your manager
Moving positions
Coaching from internal coaches
Web-based learning
Coaching from external coaches
Virtual classroom
Effectiveness of Development Methods
66%
63%
59%
43%
37%
58%
27%
36%
![Page 40: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/40.jpg)
Organizations that have effective programs use
more methods.32%
HR
![Page 41: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/41.jpg)
(R)evolution Point 2Learning: From Event to Journey
![Page 42: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/42.jpg)
10~20~70FORMAL COACHING ON-THE-JOB
![Page 43: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/43.jpg)
= Assessments, Targeted Personal Development Focus
OrientationKick Off
Coaching
Fo
rma
l L
ea
rnin
g
April-June July-September October-December January-March
Action Learning
Ongoing Feedback and Support
Core Curriculum 3Building High-
Performing TeamsDriving Innovation
Supporting Leadership Development
2 days
Action Learning
Action Learning
Coaching Coaching
•Assessment: 360 and personality Inventories
•Prework
•Action Learning Kickoff
DevelopmentPlanningMeetings
(DDI Coach, Boss, Mentor)
Repeat 360 to Assess Behavior Change
DevelopmentPlanningMeetings
(DDI Coach, Boss, Mentor)
= Core Curriculum= Action Learning & Ongoing Development
Job Growth Experiences
Info
rma
l L
ea
rnin
g,
Fe
ed
ba
ck
, a
nd
O
n-t
he
-jo
b E
xp
eri
en
ce
= Learning 2.0 components
Manager/Sr. Leader Kick-Off Webinar
Leader Blog: What leadership means to participant, how they
will use new skills
Wikis: Tying leadership skills to business outcomes – how do they link together?
Discussion Board: Participants seek feedback from BU leaders on ideas,
best practices
Learning Mash-Up
Core Curriculum 1
Challenges of Transitions
Mastering EQ
Influencing
Courage3 days
Core Curriculum 2Cultivating Networks &
Partnerships
Making Change Happen
Learning through Transitions
3 days
![Page 44: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/44.jpg)
Talent Management Matters
Leadership Development
Management Culture
Talent Systems & Practices
![Page 45: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/45.jpg)
Firing on all cylinders
Leadership Succession 77%
Performance Management 77%
Leadership Selection 79%
22%
42%
31%
30%
33%
31%
Programs & learning for mid-level leaders 76%
Programs & learning for senior leaders 74%
Programs & learning for frontline leaders 68%
Future ImportanceFuture Importance
Current EffectivenessCurrent Effectiveness
HR
![Page 46: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/46.jpg)
Firing on all cylinders:
Mexico
Leadership Succession 77%
Performance Management 77%
Leadership Selection 79%
22%
42%
31%
30%
33%
31%
Programs & learning for mid-level leaders 76%
Programs & learning for senior leaders 74%
Programs & learning for frontline leaders 68%
Mexico EffectivenessMexico Effectiveness
Future ImportanceFuture Importance
Global EffectivenessGlobal Effectiveness
44%
65%
23%
30%
30%
35%
HR
![Page 47: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/47.jpg)
Development Can’t Fix Everything
Low• Arrogance
• Inquisitive
• Ambitious
• Volatile
• Learning Orientation
• Results Driven
Moderate• Risk-taker
• Letting go
• Making sounddecisions
High• Customer
focus
• Developingstrong teams
• Executingstrategy
• Building future talent
• Communicating with impact
Select Develop
![Page 48: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/48.jpg)
1/31/3Use Validated ToolsUse Validated Tools
Selection
HR
![Page 49: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/49.jpg)
Hiring Failures:
1 in 3
External
Internal
Success Failure Mexico
HR
29%
25%
![Page 50: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/50.jpg)
81% 81% Tied to corporate goalsTied to corporate goals
69% 69% Balanced between Balanced between “whats” and “hows”“whats” and “hows”
56% 56% Discussions provide Discussions provide clear direction for clear direction for developmentdevelopment
Performance Management
![Page 51: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/51.jpg)
“It gets worse…. After this I have a performance appraisal.”
![Page 52: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/52.jpg)
A new perspective on performance discussions
Atlassian
![Page 53: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/53.jpg)
SuccessionRate Bench Strength StrongRate Bench Strength Strong
18% 18%
HR
![Page 54: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/54.jpg)
![Page 55: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/55.jpg)
64% of leaders made a leadership transition in the past 5 years
26% of organizations have effective programs
to ensure smooth leadership transitions
BUT ONLY
30%
![Page 56: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/56.jpg)
(R)evolution Point 3Get it Right: Identifying Potential
![Page 57: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/57.jpg)
There’s a Difference
Performance
Potential
Readiness
![Page 58: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/58.jpg)
LeadershipPotential
50%39%44%
37%
Identification of High Potentials
Growth of High Potentials
2009
2011
HR
![Page 59: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/59.jpg)
44%37%Leadership
Potential
41%35%
Identification of High Potentials
Growth of High Potentials
2011 Global
2011 Mexico
HR
![Page 60: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/60.jpg)
Best Practices
88%
87%
60%
48%
46%
43%
Organizations with effective talent management systems
Organizations with ineffective talent management systems
19%
19%
13%
8%
3%
3%
HR
![Page 61: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/61.jpg)
Talent Systems & Practices Culture Matters
Leadership Development
Management Culture
![Page 62: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/62.jpg)
![Page 63: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/63.jpg)
“Right now, your company has 21st century Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles.”
Gary Hamel
![Page 64: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/64.jpg)
![Page 65: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/65.jpg)
Management Culture Killers
• Bureaucracy of management processes
• Values that are not meaningful
• Influence based on position power
• Innovation opportunities for select few
• Decisions are held closely by those in power
• Rigid structure
• Power held by those who value status quo
• Goals only focus on bottom-line growth
![Page 66: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/66.jpg)
Culture Impacts
Passion 29%29%57%57%
81%81%
Low effectiveness of management culture
Medium effectiveness of management culture
High effectiveness of management culture
![Page 67: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/67.jpg)
17%31%
51%
Culture Impacts The bottom line
Low effectiveness
of management culture
Medium effectiveness
of management culture
High effectiveness
of management culture
![Page 68: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/68.jpg)
Management Culture Killers
61%
54%
Decisions are held closely by those in power
Organizations are siloed, rigid, hierarchical
44%
43%
41%
38%
37%
32%
Bureaucracy of management processes
Innovation opportunities for select few
Goals only focus on bottom-line growth
Power to those who value status quo
Influence based on position power
Values that are not meaningful
70%
64%
61%
42%
45%
44%
45%
32%
![Page 69: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/69.jpg)
(R)evolution Point 4Innovating the Way We Manage
![Page 70: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/70.jpg)
Management Culture
Revolutionized
• Management processes are a competitive advantage
• Values are shared and meaningful
• Merit-based influence
• Innovation opportunities for all
• Strategic decisions open for discussion
• Flexible, nimble structure
• Power held by those who value innovation
• Goals of growth, sustainability, and social significance
![Page 71: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/71.jpg)
Enhanced Business
Impact
Enhanced People
Outcomes
Talent Systems & Practices
Leadership Development
Management Culture
![Page 72: Glf Presentation 2011 Mexico Version (2)](https://reader035.vdocuments.site/reader035/viewer/2022062510/54b484344a7959bb068b4729/html5/thumbnails/72.jpg)
68th Percentile Leadership Development Talent Management Management Culture
35th Percentile Leadership Development Talent Management Management Culture
24th Percentile Leadership Development Talent Management Management Culture
The Bottom LineThe Bottom Line