Dr Martin Factor - Meeting Tomorrow’s Business Challenges: Global Leadership Forecast 2014/2015

© Development Dimensions Int’l, Inc., MMXIV. All rights reserved.1
Global Leadership Forecast 2014|2015
Ready-Now Leaders:
Meeting Tomorrow’s Business Challenges

Going Nowhere Fast
$50 Billion/ year Spent on
Leadership Development
Worldwide

Africa Middle East 2%
7th and Largest Study so Far
Since 1999

Keeping CEOs Up at Night

Human Capital Customer
Relationships
Innovation Operational
Excellence
Leaders who are very prepared
to meet these challenges.
27%
HR 9%
45%
26% 33%
CEOs Rank Top Four Challenges1
Sources: 1The Conference Board, 2014;
2 Self-reported leader readiness to address these challenges; Global Leadership Forecast 2014|2015

Quality of Leadership
40%
2014
Leader Rating
38%
201137%
2009
25%
2014
25%
2011
HR Rating

46%
Critical Positions That Can Be Immediately Filled

18%
2011 15%
2014
Ready-Now Leaders for the Future
10 © Development Dimensions Int’l, Inc., MMXIV. All rights reserved.

Why the Leadership Quality Deficit?
1.  Business Context is Volatile, Uncertain, Ambiguous &Complex
2.  Frenetic Pace with Attention Deficit and overstimulation (not to
mention caffeine) in an universe of information overload
3.  Wrong people identified to lead
4.  Development content not relevant to Business Context
5.  HiPo Pools don’t have right focus, correct size, resources, and
support to ensure their success
6.  Learning is not blended and in the correct ratio for it to be
integrated and seamless
7.  Managers don’t provide dev. Support during skill acquisition
and Practice
8.  Insufficient time for application, reflection, and feedback
(harvesting eggs without taking care of the chicken!)

Outcomes That Count
Leader Perceptions of
Effectiveness/Quality of
leadership development
programs
Leader level of engagement and
retention
Current quality,
future bench strength
Composite financials: profitability,
earnings per share, 5-year rate of return
to investors, and stockholder equity
SO WHAT
?

What Happens When You Get It Right?

+ 4x
Financial Impact
4.4x
11x
2014 2014 SO WHAT
?

+ 6x
Financial Impact
7.4x
8.8x
2011 2014 SO WHAT
?

5 Key Insights
1
HOW LEADERS
DEVELOP
2
ENGENDERING
DIVERSITY
3
THE HI-PO
TALENT POOL
4 5
SOFT SKILLS
EQUAL
HARD IMPACT
THE {new}
ROLE OF HR

THE {new} ROLE OF HR

What Role Do HR Think They Play?
Ratings by those in HR:
•  Develops and
administrates policy
•  Ensures compliance
•  Source of HR expertise
when asked
Reactor Partner
•  Embedded in business
•  Resolves talent issues
•  Supports rollout of talent
management initiatives
22% 60%
HR

Partner
•  Embedded in business
•  Resolves talent issues
•  Supports rollout of talent
management initiatives
60%
What Role Does HR Play?
•  Develops and
administrates policy
•  Ensures compliance
•  Source of HR expertise
when asked
Reactor 22% Anticipator
•  Align talent capabilities
with business strategy
•  End-to-end talent
management architecture
•  Interpret talent trends and
translate into opportunities
18%
HR

Talent Planning Intersection
with Strategic Planning
STRATEGIC PLANNING PROCESS
Early/Strong
Connection
Moderate/Late
Connection
Weak/No
Connection
5% Reactor
26% Partner
43% Anticipator
HR

Talent early links to Strategy Boosts
Financial Performance
Bottom 20%
6.2x
Top
20%
SO WHAT
?

Then We Asked Senior Leaders What They
Thought of HR…
22%
18%
43%
37%
20%
…While Most Partners Over-Estimated, Anticipators Were
Much More Accurate in Rating Themselves as Senior
Leaders Did
60%

Reactor
Partner
Anticipator “Relevant”

Key Attributes of Anticipators
1.  Possess strong Strategic Business Acumen; Students of
the Business
2.  Creativity and innovation as top skills
3.  View Learning as a journey
4.  Ensure Managers accountable for developing leaders
5.  Advanced analytics
6.  Accommodate geographical and cultural differences
NOW WHAT
!
HR
As a Result:
More ready to meet CEO human capital challenge!!!

How Leaders Develop

70 : 20 : 10
Myth Meets Reality

70 : 20 : 10
On-the-Job
Learning
(developmental
assignments, special
projects, task forces)
Learning
from Others
(coaching by
managers/mentors,
shadowing others,
networking)
Formal
Learning
(training courses,
books/articles,
diagnostic
assessments)

Leadership Development Mix

WHAT NOW
#

SO WHAT
?Isolated companies whose leaders rated their LD programs as having highest quality

Top Barriers to Learning
Make the Job more like the course and the
course more like the job!!!!!
NOW WHAT
!

Informal
Learning Formal
Learning

Organizations Using
Learning Journeys Are:
Bottom 20%
2.5x
Top 20%
3.4X 2.9X
SO WHAT
?

How Leaders DevelopEngendering Diversity

•  Women in senior management:
24% in 2007, 24% in 2013*
•  Women in Fortune 500 CEO positions:
14.4 percent in 2010, 14.6 percent
in 2013*
•  Wage gap has not closed in 15 years;
Women expect to make less
*Sources: 1Grant Thornton International Business Report;
2*Catalyst Statistical Overview of Women in the Workplace

Skill Gap Fallacy

Skill Gap Fallacy
WHAT NOW
#

•  More International
Assignments
Where Are the Gaps?
•  More Confident
WHAT NOW
#

SO WHAT
?

The Hi-Po Talent Pool

66%HAVE HI-PO PROGRAMS
74%NOT VERY EFFECTIVE WHAT NOW
#

Drivers of Hi-Po Program Quality Rank
Ordered
1.  Objective assessment data on hi-po’s capability/potential
2.  Mentoring/coaching program for hi-pos
3.  Performance in developmental assignments
is carefully evaluated
4.  Measure hi-po program effectiveness
5.  Identities of hi-pos revealed to organization
6.  Includes all levels of leadership for hi-po programs not
just senior managers

High-Potential Management
We measure the effectiveness of programs
for developing high-potential leaders.
We have a mentoring/coaching program for
high-potential leaders.
We collect objective assessment data on high-
potentials’ capabilities, potential, and readiness.
Senior management is held accountable for
identifying and developing high-potential leaders.
Percentage of
Organizations
Responding “TRUE”
IMPACT on
Development
Viewed by High
Potentials
47%
55%
77%
84%
WHAT NOW
#
HR
Most common practices are not the ones where HI PO’s see the most value

Organizations With
Hi-Po Programs Are:
4.4X 4.9X
Bottom 20%
3.6x
Top 20%
SO WHAT
?

Analytics: From Sight to Foresight

Human Capital
Analytics
19 out of 22
CEO Talent Strategies,
Conference Board 2013
#1 CEO
HOT Button
BIG DATA

Analytics Use and Effectiveness
Benchmarking externally
Gathering business impact metrics
Data to design/optimize TM programs
Using data to forecast future talent needs
Gathering results metrics
Benchmarking internally
Gathering efficiency/reactions metrics
Not done at all Done effectively
66% 13%
49% 21%
46% 22%
45% 23%
44% 24%
43% 27%
38% 30%
47%
DO
NOTHING/
INEFFECTIVE
5%
DO IT
ALL WELL
WHAT NOW
#
51 HR© Development Dimensions Int’l, Inc., MMXIV. All rights reserved.

Analytics Use and Effectiveness
Benchmarking externally
Gathering business impact metrics
Data to design/optimize TM programs
Using data to forecast future talent needs
Gathering results metrics
Benchmarking internally
Gathering efficiency/reactions metrics
Not done at all Done effectively
WHAT NOW
#
66% 13%
49% 21%
46% 22%
45% 23%
44% 24%
43% 27%
38% 30%
© Development Dimensions Int’l, Inc., MMXIV. All rights reserved.52 HR

Impact of Leadership Analytics
NOW WHAT
!
HR
30%
27%

SOFT SKILLS EQUAL HARD IMPACT

Time Spent Interacting vs. Managing

Preferred Time Interacting vs. Managing
WHAT NOW
#

Asked Leaders What their Organizations
Value
WHAT NOW
#

“Managing is a big
part of my time—
coaching and team
development needs
equal attention”
“Provide more
time for one-on-one
interaction versus just
focusing on daily tasks”
“Decrease focus
on managing
tasks and increase
importance placed
on managing people”

Organizations That
Value Interacting Benefit
2.0X 3.5X
Bottom 20%
2.0x
Top 20%
SO WHAT
?
It’s impossible to increase Employee
Engagement without ENGAGING!

Key Takeaways
—  Anticipate where your organization is going
—  Identify the right people to lead
—  If developing HiPo Pools, ensure you have focus, correct
size, resources, and nurture these seeds
—  Ensure the Relevance of the development content to the
Business Context
—  Blend learning in the correct ratio so its integrated and
seamless
—  Ensure Managers provide dev. Support during skill
acquisition and Practice
—  Provide time for application, reﬂection, and feedback
—  Measure the right things in the right measure

Dr Martin Factor - Meeting Tomorrow’s Business Challenges: Global Leadership Forecast 2014/2015

Dr Martin Factor - Meeting Tomorrow’s Business Challenges: Global Leadership Forecast 2014/2015

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Dr Martin Factor - Meeting Tomorrow’s Business Challenges: Global Leadership Forecast 2014/2015