“The test of your leadership is not what happens when you are there, but what happens when you’re not there.” Ken Blanchard Star Trek Leadership: When the Captain Leaves the Bridge Presenter: Oliver C. Allen, Jr. 1
Mission Objectives Module 1 – Homegrown Leaders Module 2 – How to Identify High Potential Talent Module 3 – Developing Leaders Module 4 – Leaving the Bridge in Good Hands Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 2
“If you have time to make things better and you don’t, then you are wasting your time on this earth.” Roberto Clemente MODULE 1 Homegrown Leaders Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 3
Shortage of Leaders Today there is a shortage of leaders at the management level as well as at the executive level Dramatic rises in retirement level because of the Baby Boomer’s exodus is taking its toll on corporate organizations as well as the federal government Organizations cannot fill at the rate of attrition Budget restraints hampers succession planning The shortage is further fueled by: Poaching of key people by competitors Difficulty of retaining talented people Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 4
Options for Shortage Dilemma In reality, organizations have basically three options: 1. Intensify efforts to hire hard-to-find, costly staff outside the organization 2. Take no action and experience decline in performance, which could lead to going out of business 3. Tap into existing workforce; note the quality of high performers internally (Homegrown Leaders) The third option is the most feasible Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 5
Benefits of Homegrown Leaders Talent is immediately available Reduces time and resources used to hire outside talent Reduces retention because employees will feel as though they had a chance for progression By growing your own leaders high potential employees get a chance to learn new skills and knowledge as well as take on new responsibilities Decisions are more accurate when selecting in house Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 6
Obtaining Future Leaders - the Old Way Provided opportunities for employees to climb the corporate ladder Instituted programs such as the SES Development or Executive Leadership programs The problem with these programs are: Progression is slow and can not keep up with the need Lack of diversity in selections Empty promises for people in the program Lack of mentorship and follow-up with graduates Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 7
Obtaining Future Leaders – the New Way Build acceleration pools Develop effective developmental programs Develop effective mentoring programs Eliminate “one size fit all” thinking “Keep searching until you find your Grant” Lincoln On Leadership by Donald T. Phillips (1992) Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 8
Colin Powell’s Rules for Picking People: Look for intelligence and judgement, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done. MODULE 2 How to Identify High Potential Talent Source: Grow Your Own Leaders: Identify, Develop and Retain Leadership Talent - William Byham, Audrey Smith and Matthew Paese (2002) Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 9
Who Should Be In the Process? Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 10
Identify Future Leaders Earmark specific backup people for specific jobs Identify people who have the potential to fill multiple senior management positions Identify people based on their potential Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 11
Managers Are Not Necessarily Leaders in Waiting Source: Grow Your Own Leaders: Identify, Develop and Retain Leadership Talent - William Byham, Audrey Smith and Matthew Paese (2002) Many organizations fall prey to just looking at their current managers for future leaders There is a significant difference between a manager and a leader Managers look inward Leaders look outward Great managers are not junior leaders waiting for leadership Great leaders are not necessarily former managers who have developed superiority Managers can sometimes make great leaders just as some leaders can be poor managers Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 12
Understanding Talent Talent is a recurring pattern of thought, feeling or behavior that can be productively applied The key to excellence performance by matching a persons talent and the position to be filled Many managers select only for experience, intelligence or determination; not talent Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 13
Understanding Talent (cont.) You can train five prospects in the same manner; however, each will respond to various situations differently Each of us has a filter that tells us what to notice or ignore. It is the source of our talent The talent is identified in the response or how one acts to the stimuli of a situation Calm Confident Etc. Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 14
Difference Between Skills, Knowledge and Talent Source: Grow Your Own Leaders: Identify, Develop and Retain Leadership Talent - William Byham, Audrey Smith and Matthew Paese (2002) Skills The how-to of a role Capabilities that can be transferred from one person to another Knowledge What he or she is aware of Factual knowledge - things you know Experiential knowledge - things you learned along the way Talent- is a recurring pattern of thought, feeling or behavior that can be productively applied Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 15
Three Types of Talent Source: Grow Your Own Leaders: Identify, Develop and Retain Leadership Talent - William Byham, Audrey Smith and Matthew Paese (2002) Striving Talent Relating Talent Explains the why of a person Who one trust Displays his or her drive Who one builds relationships with or whom one confronts Competitive, altruistic or both Wins over strangers or only at Thinking Talent ease with close friends Critical thinking ability Avoids confrontation until he or Linear, practical, or strategic she explodes Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 16
Identify Pick those who are willing to be leaders Understand that leadership responsibilities may not appeal to Generation X and Y Choose leaders based on potential Focus on strengths and not weaknesses Match people to their talents Choose people who are multifunctional You can teach skills and knowledge but not talent Look for hidden talent! Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 17
Nomination Criteria Need a uniform set of guidelines for which prospects can be evaluated Must withstand legal test Must promote diversity “I'm often accused of hiring people with civil rights experience, and I do plead guilty to that.” Thomas Perez Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 18
How do you grow a company? By growing the people in it! John Maxwell MODULE 3 Developing Leaders Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 19
Why Invest and Develop In People Everybody wins when empowering others to lead Development improves new leaders for tomorrow Shares the load of leadership A great forum for succession planning Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 20
Train and Prepare Leaders Teach them the basics…first Embolden them to seek their highest level of leadership Place people in jobs that they have been prepared and trained for Give them the right expectations Let them know you are responsible to them, but not for them Gradually share the load of leadership with them Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 21
Typical Selection of Leaders Typically people are place in leadership positions because of their technical skills Assumptions are made that they will succeed Disappointment when the imminent failure prevails This often results in a person who can’t lead in a leadership position Selectees rise to the level of their incompetence because they cannot: Empower Inspire Training & Development Strategies, LLC Star Trek Leadership: When the Captain Leaves the Bridge 22
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