The document discusses strategies for developing and engaging leadership talent. It identifies that organizational leadership opportunities, advancement, compensation, and culture are most important for retaining high-potential leaders and aspiring leaders. Additionally, the top factors for all employee engagement are trust in leadership, career growth opportunities, and relationship with one's manager. The document advocates for segmenting employees and developing customized solutions like coaching, training, and feedback to maximize leader engagement and performance.

1. EXECUTIVE COACHINGORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE INNOVATIVE
LEADERSHIP SOLUTIONS

2. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
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3. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

4. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

5. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

6. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
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7. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

8. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Consider The Ripple Effect

9. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

10. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

11. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

12. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
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13. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
DO YOU KNOW OF ONE?

14. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

15. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

16. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

17. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

18. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
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19. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

20. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
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21. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
PEOPLE MANAGER
• First-line manager/supervisor
• Single team of direct reports
• Scope of role (small/moderate
with a specific charter)
• Decision rights and fiscal
authority limited
ORGANIZATIONAL LEADER
• Leader of managers
• Large business unit/function
• Scope of role (large and
complex)
• Decision rights and fiscal
authority broad (P&L)

22. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

23. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

24. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Rank Most Frequently Prescribed Strategies and Solutions %
1 Leadership development/training 34.0%
2 Core values – communication 31.4%
3 Strategy, goals, and objective alignment 30.8%
4 Employee communication improvements 26.4%
5 Employee/learning and development opportunities 25.8%
6 Coaching 24.5%
7 Career paths for people managers and individual contributors 17.6%
*Participants were permitted to select up to five areas of focus (i.e., strategies and solutions) from a list of 39

25. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
1. Trust and integrity
2. Nature of the job
3. Line of sight between individual
performance and company
performance
4. Career growth opportunities
5. Pride about the company
6. Employee development
7. Personal relationship with one’s
manager
8. Coworker/team members
9. Pay fairness
10. Personal influence
11. Well-being
Source: The Conference Board – Gibbons, 2006; Ray, Powers, & Stathatos, 2012

26. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Rank What Matters Most for High-Potential Leaders %**
1 Organizational leadership opportunities 46.5%
2 Advancement & promotion opportunities 40.3%
3 Compensation (base pay, bonuses, commission) 39.0%
4 Organizational culture 37.1%
5 Job fit (the job fits your skills, interest, preferences, and personality) 34.0%
6 Line-of-sight between individual performance and company performance * 32.1%
7 Trust & integrity in the leadership * 28.9%
8 Learning and development opportunities * 28.3%
9 Relationship with immediate manager/leader * 24.5%
10 Recognition 22.0%
11 Executive visibility 20.1%
12 Company growth and performance 18.2%
13 Decision making authority/decision rights 16.4%
14 Collaborative/team work environment 14.5%
15 Access to budget/fiscal resources 12.6%
**Participants were permitted to select up to ten drivers from a list of 46.

27. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Rank Respondents with C-Level Aspirations and High Achievement/Ambition %**
1 Organizational leadership opportunities 53.7%
2 Advancement and promotion opportunities 49.3%
3 Compensation (base pay, bonuses, commission) 46.3%
4 Executive visibility 41.8%
5 Decision making authority/decision rights 38.8%
6 Job title (EVP, VP, director) 34.3%
7 Job fit (the job fits your skills, interest, preferences, and personality) 31.3%
8 Risk taking 29.9%
9 Company reputation/prestige/brand 26.9%
10 Personal brand opportunity 23.9%
11 Organizational structure 19.4%
12 Personal influence 17.9%
13 Organizational culture 14.9%
14 Learning and development opportunities 13.4%
15 Recognition 10.4%
**Participants were permitted to select up to ten drivers from a list of 46.

28. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

29. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
RANK ALL EMPLOYEES
(THE USUAL SUSPECTS)
1 Trust and integrity in the leadership
2 Line of sight between individual and
organizational performance
3 Nature of the job
4 Career growth opportunities
5 Pride about the company
6 Employee development
7 Personal relationship with one’s
manager
HIGH-POTENTIAL LEADERS
Organizational leadership
opportunities
Advancement & promotion
opportunities
Compensation (base pay, bonuses,
commission)
Organizational culture
Job fit
Line-of-sight between individual and
organizational performance
Trust & integrity in the leadership
ASPIRING LEADERS
Organizational leadership
opportunities
Advancement and promotion
opportunities
Compensation (base pay, bonuses,
commission)
Executive visibility
Decision making authority/decision
rights
Job title (EVP, VP, director)
Job fit

30. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

31. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
The top 20% The middle 70% The bottom 10%
Customize and Reward Maximize the Middle Manage Up or Out!
ENGAGED
LEADERS
• Develop skills
• Scope and complexity of role
• Rewards and recognition
• Provide coaching
• Provide stretch assignments
• Develop hidden strengths
• Mentor and provide feedback to
help them grow faster
• Clear performance
expectations and
measures
• Consistent performance
feedback
DISENGAGED
LEADERS
• Management fit
• Organizational structure
• Tools and resources
• Provide development
• Comp and Title
• Visibility
• Decision Making
• Opportunities
• Manage out
“A” Players “B” Players “C” Players
Solutions by Leadership Talent

32. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
A Summary Equation
Leader Engagement + Skills = Business Results

33. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
1. Segment, segment, segment!
2. Measure and pinpoint the hidden causes of
disengaged leadership
3. Build programs that develop individual leadership
skills and capabilities to maximize leader
engagement and performance

34. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT