Overview of Odgers Berndtson\'s leadership assessment, executive coaching and succession methods.

1. Leadership Practice
Client Services Overview
 Leadership Assessment
 Team Development
 Executive Coaching & Onboarding
 Executive Succession
Released September 2012

2. Facing the Leadership Challenge
Our Executive Leadership Survey revealed some compelling challenges
facing senior leaders in Canadian organizations:
Does your organization have a What are the Top
succession plan in place to replace Qualities for Senior Total
today’s senior executives? Executives?
Leadership 75%
Strategic thinking 67%
What is the nature of the leadership development program you The ability to work
collaboratively or in 37%
currently offer to your management?
teams
Adaptability and
31%
resilience
Progressive and
30%
emotional intelligence
Powerful
27%
communications
External Individual
Mentoring Assessment Critical thinking 22%
education coaching
32% 31%
42% 19% Technological acumen 3%
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3. Leadership Practice Offerings
Executive
Succession
Executive coaching
Team building/development
Internal talent assessments for
selection/development
Onboarding for newly appointed executives
Individual assessment of finalist candidates using LeaderFit
(Potential, Benchmark or Executive) and Hogan assessments
Toronto • Montreal • Ottawa • Calgary • Vancouver • Halifax
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4. Assessment Value Chain
Research has shown that personality and leadership impact business
performance and team effectiveness:
HPI/HDS
Leadership
Behavior
Style Execution
Personality
MVPI
Values Culture Business /Team
Performance
Leadership LEADERFIT
Style Strategic Vision &
Awareness Change
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5. LeaderFit Assessment Options
LEADERFIT™ EXECUTIVE
 HPI, HDS, MVPI and HBRI Hogan® instruments
 Looking Glass interactive session
 Custom report & Hogan leadership series
 Individual feedback
LEADERFIT™ BENCHMARK
 HPI, HDS and MVPI Hogan® instruments
 Used to assess leadership and culture fit for C-level candidates
 Includes custom report mapped to LeaderFit model
LEADERFIT™ POTENTIAL
 HPI Hogan® to assess leadership tendencies
 Used to assess Managers & facilitate team building
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6. Assessment Steps
When working within an Executive Search assignment, or assessing internal candidates, we
undertake the following steps to ensure that the assessment yields information that allows
clients to better appreciate each individual’s strengths and potential gaps:
• Identify leadership requirements for role.
ROLE • Understand company culture and direction.
• Map requirements to LeaderFit model dimensions.
MAPPING
• Completion of Hogan instruments (HPI, HDS, MVPI).
• Looking Glass questionnaire and Interactive Session (Executive Only).
ASSESSMENT • LeaderFit 360 or references.
• Summary of Hogan results (Benchmark or Leadership Forecast Series).
• Custom LeaderFit report (Executive Only).
REPORT • Comparative assessment of candidates.
• Client debrief of individual results.
• Individual debrief using Hogan/LeaderFit reports.
DEBRIEF • Coaching and onboarding (optional – 6 to 12 months)
• Follow up
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7. Our Primary Instruments
For Assessment and Development, we use 3 Hogan instruments
linked to our LeaderFit model, which can in turn be mapped to a
client’s competency map or role requirements:
HPI HDS MVPI LeaderFit/360
• Personality • 3 clusters of • Values that drive • Strategic clarity
drivers based on potential individual • Execution savvy
Five Factor derailers performance • Reflection and
Model adaptability
• Reveal an • Strong indicator
• Stakeholder
• Extensively individual’s “dark of culture fit management
validated side” under stress • People and team
development
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8. Onboarding
Provides 6-12 months of sustained coaching to help executives transition into a new role –
whether they are promoted from within or an external hire.
Align with Enhance Create your Sustain your
Organization your Team Agenda Leadership
Leadership Team Goals & Strategy & Individual
Assessment Accountabilities Execution Audit Coaching
Stop-Start-
Identify Key Organizational Metrics & Success
Continue
Stakeholders Change Agenda Factors
Priorities
Vision, Mission Structure & Communication 360 Periodic
and Values People Changes Plan Reviews
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9. Executive Coaching
Provides 6-12 months of sustained coaching to help executives transition into a new role –
whether they are promoted from within or an external hire.
Coaching Plan Active Coaching Impact Assessment
(Month 2-6)
(Month 1) (Month 6)
- Regular in person and
- LeaderFit /Hogan data - Self assessment
telephone sessions
- Business imperatives - LeaderFit 360
- Check-ins with team, colleagues
- 360 inputs - Tripartite review
and boss
- Boss/Coach tripartite
- Targeted behavioral
discussions
development
Feedback and Progress Metrics
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10. Executive Succession
1. ANALYSIS
Assessing and selecting the right internal
candidates for executive succession is a  Develop evaluation
questionnaire
delicate exercise that requires:  Interview key
stakeholders
 Create CEO capabilities
 An upfront analysis of the business and matrix
leadership challenges the organization will
face over the longer term. 2. ASSESSMENT
3. DEVELOPMENT
 Candidates complete
 Identify development
 Providing each internal succession candidate Hogan instruments
goals and projects for
 LeaderFit assessment of
with an objective assessment and the each candidate (incl. 360) each potential successor
 Monitor individual
opportunity to develop their leadership  Individual feedback and
progress, provide support
Board review
potential, so that they each feel that they have and coaching
an opportunity to grow into a more senior
role. 4. TRANSITION
 If required, conduct
 A transparent and fair process with clear and full external search
 Appoint successful
concise communication, so that all candidate
stakeholders can buy into final decisions –  Accelerate executive
please see our 4-Step model. team alignment
.
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11. Team Development
“Remember, upon the conduct of each depends the fate of all.” –
Alexander the Great
We facilitate executive team Composite MVPI Profile
development events, using a 100
combination of our business and 90
leadership tools:
80
70
60
 Hogan HPI, MVPI and HDS.
Percentiles
50
40
Hogan MVPI
 Creative Execution Scan.
30
20
Graph
10
 Team effectiveness and 0
Aesthetic Affiliation Altrustic Commercial Hedonistic Power
MVPI Scales
Recognition Scientific Security Tradition
leadership alignment.
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12. Creative Execution Scan
Organization Culture Diagnostic
Based on our new book, the Creative Execution Scan allows an organization to measure five
elements of organization culture and leadership performance:
Unique Strategy Candid Dialogue Clear Roles & Bold Action Visible
Accountabilities Leadership
A simple, unique and Openness to other Managers and Bold action generates Visible leadership of
compelling strategy people’s ideas, honest employees need to momentum. It propels the organization’s
that clearly outlines debate, disagreements understand how their the organization senior leaders
what you will do – or and resolution is individual roles and toward its new maintains focus and
won’t do – in order to critical to effective accountabilities direction, and provides creates a culture of
achieve outstanding teamwork and connect to the the first tangible taste learning, courage and
results. execution. strategy. of how the strategy perseverance.
will be deployed.
Survey Items: Survey Items: Survey Items: Survey Items: Survey Items:
•“Our strategy is •“My manager is open •“I understand how my •“We seize the •“Our senior leaders
simple and to hearing my opinion” work directly moment; we act at the remain at the
unambiguous” •“Our leadership contributes to our opportune time” forefront during
•“Our leadership insists on success” •“Our organization difficult times”
clearly explains how understanding the •“People are held does what is necessary •“My manager
the strategy will be facts from the accountable for the to win in the markets” strengthens my belief
executed” trenches” caliber of the work in my capabilities”
they produce”
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13. Thought Leadership
CEO Spotlight
In partnership with Healthy Creative Execution
Companies, our Leadership Practice Our Practice Leader, Eric Beaudan,
publishes a quarterly research published his book Creative Execution
pamphlet titled CEO Spotlight, which through Wiley in 2012 . The book
provides an intimate look into the highlights the leadership practices of
perspective and leadership insights highly successful companies such as
of some of the world’s most the Four Seasons, Toyota and Google.
innovative corporate leaders.
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14. Practice Global Clients
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15. What Clients Say…
“Eric’s passion for effective leadership and inter-cultural fluency has
been instrumental in helping Thales Canada's senior executives learn
to excel within a complex international environment, and shape our
journey to become the partner of choice for our customers at home
here in Canada, and around the world.”
-- Paul Kahn, President and CEO of Thales Canada Inc.
“RBC partnered with Odgers Berndtson to deliver a High Potential
Alumni event using the Hogan Development Survey, which was well
received and created significant value for participants.”
-- Jan Wilmott, Director Leadership Development, RBC.
“The Odgers Berndtson team put together a best in class assessment
toolkit for our executive leaders. More importantly, Eric and his team
have been exceptional partners to work with.”
-- Jennifer Pierce, SVP Human Resources, Hudson Bay Co.
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16. Summary: Practice Capabilities
 Services that span a critical range of leadership needs for organizations
in the private and public sectors:
 Leadership assessment, psychometric tools, 360s
 Coaching, onboarding
 Team development
 Organization culture
 Thoughtful, fresh and unbiased perspective
 Consistent tools across North America, Europe and Asia
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17. APPENDIX
 ERIC BEAUDAN BIO
 HOGAN SCALE DEFINITIONS
 LEADERFIT MODEL DEFINITIONS
 CONTACT INFORMATION

18. Practice Leadership
Eric Beaudan
Director, Leadership Practice | Odgers Berndtson
With 20 years of experience in leadership assessment and executive development, Eric brings a
wealth of experience to Odgers Berndtson’s Assessment Practice. Eric developed the
LeaderFit™ assessment method and works seamlessly with the firm’s clients to help assess and
develop the leadership potential of their executives and high-potential talent.
Eric was most recently Director of OD for Rogers Communications, where he oversaw the
redesign of the company’s executive development curriculum and talent strategy. Other
experiences include Director of OD for the Bank of Montreal, and a 10-year consulting career
with Watson Wyatt Worldwide.
Eric co-authors the quarterly CEO Spotlight publication, which features global CEOs who have
excelled at building a high performance culture. His leadership book, Creative Execution, was
published by Wiley in 2012.
Eric is an advanced Hogan facilitator for individual and team development. He is a certified
Master Coach through the Behavioral Coaching Institute.
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19. Hogan Personality Inventory
HPI Scale Low Scores High Scores
35 or Lower 65 or Higher
Adjustment: Introspective, vigilant, open to feedback, self Calm under pressure, confident, even
Calm and stable vs. self- critical and prone to stress, shows a sense of tempered, less open to feedback but
critical & tense urgency adapts well to changes
Ambition: Confidence and Team player, willing to follow others, usually Highly competitive and “take charge”,
Competitiveness content with position and reluctant to take energetic, results oriented, effective
charge communicator who sets high expectations
Measures 7
individual Sociability: Enjoyment of Business focused, good listeners who work Outgoing, dynamic, relationship
tendencies – social interaction well on their own, but find it harder to oriented, comfortable in high profile
network and give others feedback roles and working with others, but may
how people not listen as well
usually Interpersonal Sensitivity: Can make the “tough calls”. Direct and frank, Gets along easily with others, tactful,
interact with Tactfulness, skill in task-oriented, will often challenge warm and cooperative, but may not
relationships assumptions and are willing to confront handle conflict well or deal with poor
others when others performers
they’re at Prudence: Attitude towards More flexible and open to change, quick to Adheres to rules, dependable, organized,
their best rules, detail orientation make things happen, may be easily bored and conscientious and hard working, may
impulsive, impatient with details micromanage or be rigid and inflexible
about rules
Inquisitive: Approach to Pragmatic problem solver, process focused, Big Picture, out of the box thinking,
problem solving can focus on details and won’t be easily creative, bright, thinks strategically but
bored, but may have narrow perspective and may be impractical and have difficulty
ignore the big picture making clear decisions
Learning Approach: Staying Sees learning as a means to an end, prefers Loves learning for sake of learning, stays
up to date to apply skills rather than learn new concepts up to date with technical and business
or methods developments
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20. Hogan Development Survey
HDS Scale High Risk Implications (90-100%)
Excitable: Being overly enthusiastic about -Intense and energetic, but also temperamental and potentially explosive
people or projects and then becoming -Tend to be critical, easily irritated, prone to emotional outbursts
disappointed.
Skeptical: Being socially insightful, but - Bright and perceptive, but critical, fault-finding and alter for signs of
cynical and overly sensitive to criticism. betrayal, become mistrustful of others’ actions and intentions
Cautious: Confident willingness to undertake -Shy, self-doubting, conservative, emotional and unassertive
new ventures vs. cautious reluctance to try -Tend to avoid making decisions and slot to adopt new ideas/technology
new things.
Identifies 11 Reserved: Lack of interest in or awareness of -Socially insensitive, self-absorbed, pre-occupied and tough
dysfunctional others’ feelings, difficulty communicating. -Tend to keep to themselves, work alone, indifferent to others’ moods
dispositions Leisurely: Being independent, stubborn, hard -Overtly cooperative but edgy, mistrustful and hard to coach
as a result of to coach and ignoring others’ requests. -Put off tasks, feel mistreated when others make demands, resist team
stress, heavy Bold: Inflated views of one’s competency and - Bold, assertive, energetic, ambitious and visionary, but when stressed
self-worth, vs. modesty and self-retraint. impulsive, self-promoting, competitive and demanding.
work loads, or
Mischievous: Being charming, risk taking and -Charming, interesting, daring and fun, enjoy testing the limits, quick to act
needs unmet excitement seeking vs. unassuming and quiet. -May take ill-advised risks and not evaluate consequences of their actions
Colorful: Being dramatic, engaging and -Fun, skilled at influencing, innovate and challenge, enjoy multitasking
attention seeking vs. modesty. -Love high profile and calling attention to themselves, self-promoting
Imaginative: Levelheaded, practical and -Unconventional, innovative and unpredictable, act in striking ways
sensible vs. imaginative, unusual and -Take pride in being different, pre-occupied, easily bored and distractible
unpredictable.
Diligent: Relaxed, tolerant and willing to -Polite, detail-oriented, hardworking, inflexible and uncomfortable with
delegate vs. being meticulous, picky and ambiguity, take pride in being attentive to details and conscientious
critical.
Dutiful: Being eager to please and reluctant -Obliging, predictable, work hard to avoid rocking the boat
to take independent action. -Defer to others’ judgment to maintain relationships and gain approval
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21. Motives & Values Inventory
MVPI Scale High Score Implications (65-100%)
Recognition: Fame, visibility, being -Colorful, outgoing, socially confident, care about being center of attention
acknowledged and rewarded. -Tend to be interested, imaginative, self-confident and dramatic
Power: Interest in competition, -Value leadership and authority, assertive and strategic about their career
achievement, challenge and success. -Prefer environments where they can succeed and get ahead
Hedonism: Interest in excitement, -Lively, flirtatious and impulsive, like to have fun and entertain others
variety, entertainment, fun and good -Like to “work hard/play hard”, take time to celebrate/relax
company.
Identifies 10 Altruistic: Improving society and actively -Value helping others and creating a customer-service environment
personal helping others, making the world a better -Sensitive, considerate, honest and sympathetic to others
place.
drivers and fit
Affiliation: Interest in social contact and -Energetic, outgoing, adaptable and socially charming
with interest in working with others. -Enjoy meeting new people, frequent communications, networking
organization
Tradition: Interest in high standards and -Mature, commonsensical, defend established procedures
culture appropriate social behavior, history and -Value rules, standards, and prefer predictable work environments
conventions.
Security: Certainty, predictability, -Cautious, conforming, care about safety/financial security
structure, order and planning for the -Will avoid mistakes and ambiguity, emphasis on managing risks
future.
Commerce: Business activities, money, -Ambitious, active, energetic, pay attention to budget/compensation
profits, finding business opportunities. -Serious about work, attentive to details, focused on bottom line
Aesthetics: Creative and artistic self- -Spontaneous, fun-loving, creative, enjoy innovation and original ideas
expression, interest in arts, literature, -Will encourage experimentation, creative problem solving
music, culture.
Science: Learning, technology, exploring -Curious, analytical, comfortable with technology, bright, well organized
and understanding how things work. -Will use data to identify trends, solve problems or create meaning
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22. LeaderFit Model Overview
STRATEGIC CLARITY EXECUTION SAVVY
- Tactical reasoning
- Planfullness
- Initiative
- Decision Making
- Dependability
- Strategic vision
- Problem Solving
RESILIENCE & ADAPTABILITY
- Continuous Learning
- Flexibility
- Stress Tolerance
- Professionalism
STAKEHOLDER MANAGEMENT PEOPLE AND TEAM
- Building Relationships
DEVELOPMENT
- Teamwork
- Influencing Others
- Building Teams
- Communications - Delegation
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23. Contact Us
Toronto Office Ottawa Office
Royal Bank Plaza, South Tower, Suite 500
Suite 3150, 200 Bay Street, 116 Lisgar Street
Toronto Ontario M5J 2J3 Ottawa Ontario K2P 0C2
Tel: 416-366-1990 Tel: 613-749-9909
Montreal Office Halifax Office
Suite 3925 5525 Artillery Place
1250 West René-Lévesque Blvd. Halifax Nova Scotia B3J 1J2
Montréal Québec H3B 4W8
Tel: 514-937-1000 Tel: 902-491-7788
Calgary Office Vancouver Office
Suite 1600 Suite 710
250 – 6th Avenue S.W., 1050 West Pender Street
Calgary Alberta T2P 3H7 Vancouver British Columbia V6E 3S7
Tel: 403-410-6700 Tel: 604-685-0261
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