Fellows Presentation

Copyright © 2010 Talent Plus | Lincoln, Nebraska
Leadership for the Future: Do You Know
Where Your Next CEO is Coming From?
Eric Magnussen, Vice President, Talent, CTCA
Susan Hirt, PhD, Director of Education, Talent Plus
September 30, 2013

Private and Confidential
All materials constituting this presentation (the “Materials”) are confidential and
proprietary property solely owned and copyrighted by Talent Plus®, Inc. (“Talent
Plus”). The Materials are intended for use only by the individual or entity that
receives the Materials directly from Talent Plus (the “Recipient”) and such individuals
associated with the Recipient on a “need to know” basis. The Materials shall not be
copied, modified or otherwise reproduced by Recipient without the express written
permission of Talent Plus.

Challenge the Myths of Selecting Leaders
If it isn’t broken, don’t fix it.
But…
Good is the enemy of GREAT.
- Jim Collins

Lessons Learned
Jim Collins, Good to Great, 2001:
Studied 1,435 companies
11 achieved greatness
10 of 11 good-to-great CEOs came from inside
the company
“Larger-than-life, celebrity leaders who ride in from the
outside are negatively correlated with going from good to
great.” Page 40

Top Performers
Traditional Criteria for Selection
Education
Experience
Training
Tenure
What is missing?

Would you select this person?
Would you select this person today to
become your CEO in 10 years?

What about now?
Select Curriculum Vitae:
Caught stealing in 8th
grade
Dropped out of university after only two years
Arrested for running a red light and driving
without a license
…because he was a masterful computer “hacker”
…it was Harvard, and he wanted to found a company
…sometimes even smart people make mistakes…

Recognize him now? On the left…

Cancer Treatment Centers of America®
The Mother Standard® of care

Patient-Centered
Places the patient at center
of consideration and care
“Patient Empowerment”
Thoroughly informed and
therefore able to express
what they value as a
component of their care
Unique Culture - Patient Empowered Care
Hear from a patient:
Jeana Churchill

Hire to CTCA Values
• Hopeful
• Ethical
• Responsive
• Innovative
• Team-Spirited
• Empowering
• Compassionate

Significant growth creates challenges for the future:
30% YOY growth over the last five years; 3X growth strategy
2,490 stakeholders as of November 2008; grown to 5,200 stakeholders to date
Current locations:
+Zion, Illinois (near Chicago)
+Tulsa, Oklahoma
+Philadelphia, Pennsylvania
+Phoenix, Arizona
+Atlanta, Georgia
+Seattle, Washington (Clinic)
How to create sustainable growth?
Cancer Treatment Centers of America
+
+
+
++
+

CTCA Leadership Solution:
Create a program that:
Brings young professionals into the company
Measures their future leadership potential
Provides them with an intensive business orientation
Offers them a long-term career path
Ensures the company will have leaders for future growth
Fosters the entrepreneurial spirit
Management Fellows Program

• Recruitment strategy - three-tiered focus
• Create a framework to sustain a year-long presence on targeted
college/university campuses
• Position CTCA as an employer of choice within undergraduate
audiences
• Expand CTCA’s reach within the academic community’s student body to
offer CTCA a more diverse look at rising high-potentials.

• Build relationships with various colleges
• Participate in career fairs and information sessions
• Recruit in the Fall for students graduating in the Spring
Filter: Review candidates’ resumes
Filter: Interview candidates on campus
Filter: Measure leadership potential through structured interview
Filter: Invite final candidates to visit CTCA headquarters
Of the 31 fellows selected in the last five years, all have served in a leadership position,
participated in global and/or community efforts and received academic recognition.
• Select approximately 5 new fellows each year
• 2-year rotation through different positions and locations
• At the end, typically a permanent position acquired

Recruitment of Management Fellows
Campus Recruitment
Resume Review
In-person Interview is structured
Theme-based Screening Questions Focus Areas
Ego Drive
Intelligence
Relationships
Persuasion

Selection of Management Fellows
Structured Interview for Leadership
Standardized Questions
Measures 9 Leadership Characteristics
Additional Interview for Individual Contribution
Examples of Leadership Questions

Can Be Acquired or Cannot Be Acquired?
An M.B.A.
A Ph.D.
Caring
Work Ethic
Responsibility
10 Years of Experience
Industry understanding
A Developer
Drive to Achieve
Positivity
Professional network
Integrity
Computer skills
Focus
Problem-solving ability
Persuasion
Empathy
Vision
What is a natural ability vs. something acquired?

90 135
225
2000
50 percent improvement
790 percent improvement
More talent = Greater potential
Excellence
Speed readers – words per minute

Definition of Talent
A natural ability not acquired through effort.
Training refines talent but does not create it.
Hire people as they are; if you get a change,
it’s a bonus.

Predictive Validity of Various
Assessments
Sources:
Hunter, J.E., & Hunter, R.F. (1984). Validity and utility of alternate predictors of job performance. Psychological Bulletin, 96, 72-98.
McDaniel, M.A., Whetzel, D.L., Schmidt, F.L., & Maurer, S.D. (1994). The validity of employment interviews: A comprehensive review and meta-analysis. Journal of Applied Psychology, 79, 599-616.
Wiesner, W.H., & Cronshaw, S.F. (1988). A meta-analysis investigation of the impact of interview format and degree of structure on the validity of the employment interview. Journal of Occupational
Psychology, 61, 275-290.
0.0 0.2 0.4 0.6 0.8 1.0
Structured Interview
Job Knowledge Tests
Job Tryout
Biographical Data
Unstructured Interview
Reference Checks
Job Experience (years)
Education
Interests
Age
AssessmentTools
Validity Coefficient
(-.01)

Structured vs. Traditional Assessment
Traditional assessment gives you…
Structured assessment gives you…
STUDY AND UNDERSTAND YOUR BEST
PERFORMERS, NOT YOUR AVERAGE!

Wednesday, August 09,
2006
Talent Plus &Quality Selection Process
(QSP)
23
Education
First Impression
Clothing
Interview Skills
Work Experience
What you see
What you don’t see
Curiosity Persuasive Ability
Work Ethic
Team Work
Positive Attitude
Ambition
Caring
Honesty
Goal Orientation

Structured Assessment Methodology
Founded in the work of Carl Rogers
Understand spontaneous behaviors
Sample questions:
Measure individual talent
Measure leadership talent

Theme Predictability
Consistent
Reaction
Situational
Reaction
Negative
Reaction
No Reaction
Questions = Stimulus
Sometimes
Always
Never
I Don’t Know
Stimulus Stimulus Stimulus

Compare Candidates with the Best

Compared to Current Leaders

Management Fellowship 2-Year Program
Orientation
Feedback on Leadership Talent Profile
Networking with Current Executives
Participation in Board Meetings
Formal Mentor Program with Executives
Accelerated Development Program
3-Month Rotations at five hospital locations, Corporate
office, CTCA-partner companies:
Rising Tide
Center For Learning
International Management & Investment Company

Fellows’ Success Stories
Since 1998, 51 Fellows have started the program
39 matriculated through the two-year program
25 are still with CTCA or a related entity (66% retention rate)
14 departed post-program
28 currently hold leadership roles (72% of graduates); 15
director-and-above roles, 13 manager-and-above roles
10 are currently in-program
2 departed mid-program
Chief Operating Officer
Hospital AVP of Marketing
Hospital CEO
Co-Founder of Investment Venture

Ideas to Consider
Evaluate your selection criteria – Do they correlate to
best performance?
Make natural talent the top selection priority
Alternative to traditional interview methods
Succession Planning – Make it a discipline
Enrich your internal leadership pool

How Do You Select?
The “right person” has more to do with character
traits and innate abilities than specific knowledge,
background or skills.
+ Jim Collins
“Good to Great”
The organization will never be what the people
are not.
+ Price Pritchett
“The Ethics of Excellence”

What are you wondering about?
For additional questions, contact:
Eric Magnussen, Vice President, Talent
Cancer Treatment Centers of America
eric.magnussen@ctca-hope.com
+1.847.342.7452
@CTCACareers
Susan Hirt, Director of Education
Talent Plus
shirt@talentplus.com
+1.312.375.1989

Companies Are
Known By The People
They Keep.®

Fellows Presentation

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