Global Leadership Forecast 2011
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The Global Leadership Forecast 2011 is the largest and most comprehensive study of its kind. Over 2,600 organizations across 74 countries provided perspectives on the current state of leadership in their organizations and future talent-related needs. The study is based on data from 1,897 HR professionals and 12,423 leaders. Review the highlights here before participating in our Global Leadership Forecast for 2014.
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Global Leadership Forecast 2011
- 2. About the Global Leadership Forecast 1,897 HR Professionals 12,423 Leaders 2,679 Organizations 74 Countries HR = indicate responses from HR Professionals. All other results are from leaders.
- 7. Confidence of Future Business Success 4% 66% Low Leadership Quality High Leadership Quality
- 8. Retention 24% 70% Low Leadership Quality High Leadership Quality
- 9. Engagement 9% 50% Low Leadership Quality High Leadership Quality
- 10. The bottom line 52% 13% Financial performance 2.8x Customer satisfaction 4.6x Productivity 4.7x Quality of services 4.4x Low Leadership Quality High Leadership Quality
- 11. Passion 7% 53% Low Leadership Quality High Leadership Quality
- 13. Cost of Leadership Performance AVERAGE HIGHLOW 1 Leader X 10 Direct Reports X $170,000 Revenue Per EE $1.7 million If the difference between an average leader and top- performing leader is 50% $2.6 million
- 17. Effective Development = Quality Leadership 13% 62% Low Development Effectiveness High Development Effectiveness
- 18. Leadership Development: What works today, may not work tomorrow
- 19. Top Five Past Critical Skills 1. Driving & managing change 2. Executing organizational strategy 3. Coaching & developing others 4. Making difficult decisions 5. Improving employee engagement
- 20. Top Five Future Critical Skills 1. Driving & managing change 2. Identifying/developing future talent 3. Fostering creativity & innovation 4. Coaching & developing others 5. Executing organizational strategy
- 21. Leadership Skill Effectiveness: 50 / 50 Value Proposition
- 22. (R)Evolution Point 1 A Leader’s Role in Innovation
- 23. Lack of Understanding Stakeholders Aversion to Risk Failure to Execute Innovation Challenges Culture of Innovation Think Differently Question Assumptions Get Things Done Experiment Team Members Lackluster Ideas The Leader’s Role in Innovation Inspire Curiosity Drive Discipline Leader Challenge Current Perspectives Create Freedom
- 24. Leadership Development Methods • Formal classroom training • Special projects • Coaching from your manager • Moving positions • Coaching from internal coaches • Web-based, self-study learning • Coaching from external coaches • Virtual classroom
- 25. Formal classroom training Special projects or assignments Coaching from your manager Movingpositions Coaching from internal coaches Web-based learning Coaching from external coaches Virtual classroom Which method is most effective?
- 26. Organizations that have effective programs use more methods. 32% HR
- 27. (R)Evolution Point 2 Learning: From Event to Journey
- 29. = Assessments, Targeted Personal Dev elopment Focus Orientation Kick Off Coaching FormalLearning April-June July-September October-December January-March Action Learning Ongoing Feedback and Support Core Curriculum 3 Building High-Performing Teams Driving Innovation Supporting Leadership Development 2 days Action Learning Action Learning Coaching Coaching •Assessment: 360 and personality Inventories •Prework •Action Learning Kickoff Development Planning Meetings (DDI Coach, Boss, Mentor) Repeat 360 to Assess Behavior Change Development Planning Meetings (DDI Coach, Boss, Mentor) = Core Curriculum = Action Learning & Ongoing Dev elopment Job Growth Experiences InformalLearning,Feedback,and On-the-jobExperience = Learning 2.0 components Manager/Sr. Leader Kick- Off Webinar Leader Blog:What leadership means to participant, how they will use new skills Wikis: Tying leadership skills to business outcomes – how do they link together? Discussion Board: Participants seek feedback from BU leaders on ideas, best practices A Sample Learning Journey Core Curriculum 1 Challenges of Transitions Mastering EQ Influencing Courage 3 days Core Curriculum 2 Cultivating Networks & Partnerships Making Change Happen Learning through Transitions 3 days
- 31. Firing on all cylinders Leadership Succession 77% Performance Management 77% Leadership Selection 79% 22% 42% 31% 30% 33% 31% Programs & learning for mid-level leaders 76% Programs & learning for senior leaders 74% Programs & learning for frontline leaders 68% Future Importance Current Effectiveness HR
- 33. Hiring Failures: 1 in 3 72% 63% 28% 37% External Internal Success Failure HR
- 34. 81% Tied to corporate goals 69% Balanced between “whats” and “hows” 56% Discussions provide clear direction for development Performance Management
- 35. Succession 18%Rate Bench Strength Strong HR
- 37. 64%of leaders made a leadership transition in the past 5 years 26%of organizations have effective programs to ensure smooth leadership transitions BUT ONLY
- 38. (R)evolution Point 3 Get it Right: Identifying Potential
- 39. There’s a Difference Performance Potential Readiness How one is performing now in current role One’s likelihood of leadership growth One’s fit with a specific role, job or job family
- 40. Leadership Potential 50% 39%44% 37% Identification of High Potentials Growth of High Potentials 2009 2011 HR
- 41. Best Practices 88% 87% 60% 48% 46% 43% Organizations with effective talent management systems Organizations with ineffective talent management systems 19% 19% 13% 8% 3% 3% HR
- 43. “Right now, your company has 21st century Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles.”
- 44. Culture Impacts Passion 29% 57% 81% Low effectiveness of management culture Medium effectiveness of management culture High effectiveness of management culture
- 45. 17% 31% 51% Culture Impacts The bottom line Low effectiveness of management culture Medium effectiveness of management culture High effectiveness of management culture
- 46. Management Culture Killers 61% 54% Decisions are held closely by those in power Organizations are siloed, rigid, hierarchical 44% 43% 41% 38% 37% 32% Bureaucracy of management processes Innovation opportunities for select few Goals only focus on bottom-line growth Power to those who value status quo Influence based on position power Values that are not meaningful
- 47. (R)evolution Point 4 Innovating the Way We Manage
- 48. Management Culture Revolutionized • Management processes are a competitive advantage • Values are shared and meaningful • Merit-based influence • Innovation opportunities for all • Strategic decisions open for discussion • Flexible, nimble structure • Power held by those who value innovation • Goals of growth, sustainability, and social significance
- 50. 68th Percentile Leadership Development Talent Management Management Culture 35th Percentile Leadership Development Talent Management Management Culture 24th Percentile Leadership Development Talent Management Management Culture The Bottom Line
- 51. What do leaders need to weather these volatile and ambiguous times and to accelerate their growth and development? Learn the answer to that question—and others—with the largest benchmarking study. www.ddiworld.com/GLFsurvey