identifying and growing the next generation of leaders is one of the key roles of a CEO and HR Directors. This presentation provides an overview of key leadership development concepts and principles

1. Leadership Development
Terry Meyer
Summary Presentation
©All the material in this presentation is copyright of Terry
Meyer. terry@leadershipsa.com ; www.leadershipsa.com

2. Hay/Bloomberg Best Companies for Leadership 2011
1 General Electric 11 ABB
2 Procter & Gamble 12 Microsoft
13 PepsiCo
3 Intel Corporation
14 Goldman Sachs
4 Siemens
15 Hewlett-Packard
5 Banco Santander
16 Unilever
6 Coca-Cola 17 Cisco Systems
7 McDonald's Corporation 18 FedEx
8 Accenture 19 Pfizer Inc.
9 Walmart 20 BASF
10 Southwest Airlines

3. Hay/Bloomberg Best Companies for Leadership:
Signature processes
• Positioning for the future (GE)
• Accelerator experiences (P&G)
• The “WOW” factor (Zappos)
• Growth surge (ABB)
• Part of everyday life (SW Airlines)

4. Fortune 2011 Top Companies for Leaders
• IBM
• General Mills
• Proctor & Gamble
• Aditya Birla (Mumbai)
• Colgate Palmolive
• Hindustan Unilever
(Mumbai)
• ICICI Bank (Mumbai)
• McDonalds

5. Leadership
Development
Questionnaire:
Where are you
now?

6. Leadership
Development Individual
Development
Framework
Identification
of Leadership
Potential
Leadership
DNA
Future
Challenges

7. Leadership Challenges
• External business environment – what’s changing?
– PESTEL
– Diversity
– World of work
– Stakeholder demands
– Sustainability
• Business strategy
– New markets
– New products & services
– New geographies

8. What are some of the key challenges
facing your leaders?

9. What does this mean for Leadership?
Hierarchical command and control approaches simply do
not work any more. They impede information flow inside
companies hampering the fluid and collaborative nature of
work today.
CEO IBM

10. Leadership DNA

11. Leadership DNA
Leader Leadership

12. Leadership DNA
• What does leadership mean in your
organisation?
• How do you institutionalise leadership?
• Are leadership behaviours for success
defined?
• Are there core development interventions
to align leadership behaviour across the
organisation?
• Is leadership a key Executive agenda item?
• Do Executives model sound leadership?
• Is leadership branded in the organisation?

13. Leadership Performance
Framework
Personal
Effectiveness
Leading Sustainable Team
Transformation Effectiveness
results
Organisational
Collaboration
© Copyright Leadership SA

14. Identifying Leadership Potential

15. Identifying Leadership Potential
• Who will be your future leaders?
• Where are they now?
• If you had a $1m budget to grow next generation
Executives, who would you invest in?
• Formal assessments at career milestones
• Performance on stretch assignments
• Start early
• Clear criteria

16. Individual Development

17. Growing leaders: Principles
• Understand the leadership “bench strength”
• Invest in the right people
• Align development to business strategy
• Align development to personal needs & career
• Involve Executives personally
• Create conditions to apply learning
• Work with individuals & teams
• Manage transitions
• Multiple learning processes
• Formal and informal interventions
• Importance of “on boarding”

18. Leadership Development Architecture
Leadership Academic Executive In House Individual / Specialised
Programmes Accelerated
Level Education Development
Courses
Executive AMP (HBS) Executive •Organisational
LBS Forum change
IEDP •Strategy
•etc
Senior Executive EDP (GIBS) Executive •Conflict mgt
•Hi
Management MBA (UCT) Leadership
performance
Programme
organisation
•etc
Middle MBA (WBS) MAP (WBS) Leadership •Negotiation
Dev •PSDM
Management •Performance
Programme
mgt etc
1st Line Supervisory •Interaction
Leadership/ management
Leaders •Discipline
Accelerated
•etc
Dev
Programme

19. Formal Learning
Build
Interventions:
Connectivity
Formal Continuing
Training Education
Future
Challenges/
Strategy Business
Coaching &
Driven Action
Mentoring
Learning
Projects &
Experiential
stretch
Learning
Assignments

20. Accelerated Development Programme
• Purpose of the programme
• Selection to the programme
• Career objectives
• Duration of the programme
• Structure of the programme
• Personal assessment
• Experience map

21. Accelerated Development Programme (cont)
• Coaching / mentoring / performance feedback
• Courses / programmes
• Preparing the environment
• Roles and governance

22. Conclusion
• Leadership provides a
business competitive
advantage
• It should be strategic
• It is transformational
• Yesterdays leaders
may not be the right
leaders for tomorrow

23. Now, more than ever, the
world needs great
leaders!

24. Final Challenge:
Assume it is 3 years from now. As a result of your efforts
your organisation is seen as one of the best led
organisations and the leader in leadership development
in the country.
What were the 5 – 10 key comprehensive strategies that
you implemented 3 years ago that has enabled you to
achieve this?