Thriving in the New Normal: Accelerating Leadership Performance Todd Harris, Ph.D.

Director of Research

Todays Discussion Questions

How are global companies currently identifying top leadership talent? What processes do these companies have in place to select and develop their future leaders? What practices have a demonstrable impact on accelerating the readiness of future leaders? What are some common mistakes to avoid? Closing Thoughts and Q & A.

Challenges
A multigenerational workforce. Business implications and challenges abound. Engaging high potentials and leaders in anticipation of tomorrows needs. Anticipate and plan for downturns and upturns a FLEXIBLE model. Ongoing capabilities assessment to ensure talent identification to fill short/long term requirements. Navigating employees expectations of values, work, cultural and career expectations.
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The Current Leadership Landscape

The new leadership cocktail urgency, uncertainty, and high stakes. The patient has survived but how do we help him adapt and thrive? We are basing our leadership models and decisions on those who can adaptively lead in a permanent state of crisis. A shortage of ready-now leaders who can manage a P&L, lead through a crisis, manage new acquisitions and markets, etc. Strike the right balance between the execution of today and the adaptation of tomorrow.
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Core System Elements

Owned by the CEO and his/her executive team. Integrated. Transparent. Simple. Measurable. Talent owned by the whole company, not divisions or functions.

Talent Identification
A portfolio strategy. Where are the missioncritical roles of today and tomorrow? Driven by business strategy and growth targets. Not always the roles and levels you might think. Hitting a moving target executive role demands are not static. Development cocoons.

Talent Selection
Definitive, well-understood criteria. Current performance and likelihood of future success. Multidimensional: A balance of operations, revenue, people and ethics. Rigorous, formal, data-based assessment. The few versus the many.

Talent Development
Developmental GPS systems. A variety of experiences and what youll take away from each one. Cross-validation: Do the developmental experiences that we THINK accelerate leadership performance in fact do so? Multi-modal, multi-level learning.

Landmines to Avoid
Lack of respect for work, personal, social values. Inability to articulate or engage employees in organizational vision. Outdated technology. Unfulfilling and/or uninteresting work. Limited or no developmental opportunities. Unrealistic job expectations. Failing to adapt communication style to meet the challenges and motivational needs of workforce. Interpersonal and team conflicts.
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The Path Forward

Increasingly, companies across industries are looking for cost-effective systems that enable them to: Anticipate and plan for the evolving needs of employees characteristics. Identify top talent early. Remain competitive in the areas of career development, total rewards and work environment. Create targeted development programs that proactively engage employees to fill needs/gaps.

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Thank you!
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