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Copyright © 2013, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved.

Leadership Transitions:Differences Across Leadership Levels

Joy F. Hazucha

25 June 2013


The Korn/Ferry Leadership and Talent Consulting family

Better leaders, Better world

MissionPremier global provider of talent management solutions that accelerate leadership effectiveness and maximize business impact

Vision

2


MADRID

MEDELLIN

MELBOURNE

MEXICO CITY

MIAMI

MILAN

MINNEAPOLIS

MONTERREY

MONTREAL

MOSCOW

MUMBAI

MUNICH

NEW DELHI

NEW YORK

NORTHERN VIRGINA

OSLO

PARIS

PHILADELPHIA

PRINCETON

QUITO

RIO DE JANEIRO

SAN FRANCISCO

SANTIAGO

SAO PAULO

SEOUL

SHANGHAI

SINGAPORE

STAMFORD

SYDNEY

TAIPEI

TEL AVIV

TOKYO

TORONTO

VANCOUVER

VIENNA

WARSAW

WASHINGTON, DC

WELLINGTON

ZURICH

Global Footprint

AMSTERDAM

ATHENS

ATLANTA

AUCKLAND

BANGALORE

BARCELONA

BEIJING

BOGOTA

BOSTON

BRISBANE

BRUSSELS

BUDAPEST

BUENOS AIRES

CALGARY

CARACAS

CASABLANCA

CHICAGO

COPENHAGEN

DALLAS

DUBAI

DURANGO

FRANKFURT

GENEVA

GUANGZHOU

HAMBURG

HELSINKI

HONG KONG

HOUSTON

IRVINE

ISTANBUL

JAKARTA

JOHANNESBURG

KIEV

KUALA LUMPUR

LIMA

LONDON

LOS ANGELES

LYON

3


Agenda

4

� Research on differences between levels

� Implications for your organizations

Copyright © 2013, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. 5

Transitions Across the Leadership Pipeline


Leadership Transitions

The ‘STATS’

Up to 40% of internal promotions find the transition a challenge; 20% rate it a downright disappointment(RHR RESEARCH)

Fewer than 36% of executives hired from outside the organization will succeed(BRADT, CHECK & PEDRAZA , 2009)

8% of new managers continued to operate more as individual contributors than leaders(CONCEPT RESERVE)

6


Transitions in the ‘Danger Zone’

Why?

� Peter Principle; high performers who have been misidentified

� Never learned how to manage transition process

� Lack of support for big stretch assignments

� Lack of clarity around expectations

� Radically different success factors in new role—they don’t naturally occur

7


The Transformation Trilogy

The Transformation Trilogy— Arthur Freedman, 1998

Let Go

PreserveAdd On

Need to understand what to Add On, Preserve, and Let Go

8


4. Behaviors and Skills:

Skills and behaviors that can be applied on the

job

4. Behaviors and Skills:

Skills and behaviors that can be applied on the

job

3. Knowledge, Experiences:

Relevant experiences and

track record

3. Knowledge, Experiences:

Relevant experiences and

track record

1. Traits, Aptitudes, &

Derailers:Behavior

tendencies and abilities

1. Traits, Aptitudes, &

Derailers:Behavior

tendencies and abilities

2. Motivators, Interests, &

Values:Career goals, What interests and engages

them

2. Motivators, Interests, &

Values:Career goals, What interests and engages

them

Whole Person Assessment: Compare Levels on Each

More observableEasier to develop

Less observableMore difficult to

develop

9


Methodology

Methodology overview:

� Looked at 30,000+ leadership assessments� Determined leadership level at time assessment� Contrasted each level to the ones above and below � Isolated the attributes that reliably differentiate each

level� Replicated across samples, reliably classifies into

correct level

10


1. Motivators: Data Collection

� Career History Questionnaire: inventory used as pre-work for in-depth assessments – asks leaders to rank order their top 5 motivators from a list of 19

� Data collected from over 17,000 leaders from 2006 To 2011

� Leaders represented a variety of industries as well as geographies

� Categorized into 4 levels of leadership


19 Motivators: Choose top 5

� Advancement opportunities (promotions)

� Fast-paced environment with lots of change

� Friendly workplace with good relations with coworkers, vendors, and/or clients

� Sense of personal accomplishment� Hard-driving, performance-based

culture� Autonomy in carrying out my

responsibilities� Belief in the mission of the

organization� Expert or authority status� Fair and consistent managers

� Influence on the direction of the organization

� Monetary compensation� Opportunity to be creative� Responsibility for the performance

of others and the results of the unit� Stimulating, challenging work� Training or development

opportunities� Variety in job duties� Visibility and recognition� Working in a stable job with little

change� Work-life balance

12


US Leader Motivators by Level

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Per

cen

t ch

oo

sin

g in

to

p 5

<- more important at higher levels --- more important at lower levels ->all correlations with level significant EXCEPT Stable Job, Little Change

US by LevelFirst level (N=1690) Mid level (N=2482) Functional area or Business leader (N=3822) Senior /Top (N=1424)


Self Focused Motivators

Motivators

Lower Level Senior Level

Preserve Across Levels

AdvancementAdvancement

Friendly WorkplaceFriendly Workplace

Development OpportunitiesDevelopment Opportunities

Work-life BalanceWork-life Balance

Influence Drives

Influence on Organization DecisionsInfluence on Organization Decisions

Responsibilities for OthersResponsibilities for Others

Performance Based CulturePerformance Based Culture

Belief in Organizational MissionBelief in Organizational Mission

Achievement Drives

Stimulating, Challenging WorkStimulating, Challenging Work

Personal AccomplishmentsPersonal Accomplishments

Monetary CompensationMonetary Compensation

14


2. Personality by Level

15

Copyright © 2013, Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved. �16

IndividualContributor

First-levelLeader

Mid-levelLeader

Business UnitLeader

SeniorExecutive

Personality: Preserve

Preserve

Self-ConfidenceSelf-Confidence

Emotional ControlEmotional Control

Consideration of OthersConsideration of Others

ResponsibilityResponsibility

CONSISTENT

16



First-levelLeader

Mid-levelLeader

Business UnitLeader

SeniorExecutive

Personality: Let Go

Let Go

Micro-ManagingMicro-Managing

Attend to DetailAttend to Detail

Passive-AggressivePassive-Aggressive

Keep People HappyKeep People Happy

DECLINING

IndependenceIndependence

17



First-levelLeader

Mid-levelLeader

Business UnitLeader

SeniorExecutive

Personality: Add On

Add On

EnergyEnergy

AdaptabilityAdaptability

InfluenceInfluence

Risk-TakingRisk-Taking

INCREASING

OptimismOptimism

VisionVision

18


Personality Twist: Add On, then Let Go

19


Derailment

� Lack Self-Insight� Poor Relationships� Create a Negative

Environment� Handle Conflict Poorly� Create Distrust

20


Summary

Managing Others (First Level)

Managing Managers (Mid-Level)

Business Unit Leader

Willing to give direction, depends on othersWilling to give direction, depends on others

Needing to be likedNeeding to be liked

ADD ON:

LET GO:

Influencer, energetic, executor, risk takerInfluencer, energetic, executor, risk takerADD ON:

LET GO: Attending to daily detailsAttending to daily details

Strategic, trusting, idea generator, optimisticStrategic, trusting, idea generator, optimistic

ADD ON:

LET GO:

Acting independentlyActing independently

21

Personality Summary


3. Experiences by Level

22


Experiences to Accelerate Transitions

Lower Level Senior LevelDifficult Staffing SituationsDifficult Staffing Situations

Financial ManagementFinancial Management

Interpersonal ChallengesInterpersonal Challenges

Support Function ExperienceSupport Function Experience

Strategy DevelopmentStrategy Development

Critical/Visible AssignmentCritical/Visible Assignment

High Risk SituationsHigh Risk Situations

Critical NegotiationsCritical Negotiations

Inherited ProblemsInherited Problems External RelationsExternal Relations

23


-1.0

-0.8

-0.6

-0.4

-0.2

0.0

0.2

0.4

0.6

0.8

1.0

Front Line (951)

Mid Level (1656)

Business Unit (795)

Senior Exec (644)

Problem-Solving and Personality Experience

Note:

Experience Differences much larger than Personality

24


4. Skills and Competencies

Responses to The PROFILOR® from 8,000+ leaders across the globe:� The PROFILOR®

� 360◦ feedback tool used for development purposes� Feedback collected from sources including Manager/Boss

perspective

25

Skill Importance

Model Nlow Nhigh Nlow NhighSr Exec 952 1,014 1,007 1,008

BUL 1,232 1,292 1,288 1,290

MLL 2,572 2,603 2,586 2,589

FLL 3,119 3,249 3,232 3,239

Boss Ratings of leaders from 4 levels

� Importance of each competency� Skill level on behaviors ->

competencies

Level


2.50

3.00

3.50

4.00

4.50

5.00

5.50

6.00

6.50

7.00

Ana

lysi

s/Ju

dgm

ent

Str

ateg

y

Vis

ion/

Inno

vatio

n

Fin

anci

al

Glo

bal

Cus

tom

ers

Str

uctu

re -

Pla

ns

Str

uctu

re -

Exe

cutio

n

Driv

e fo

r R

esul

ts

Cou

rage

Influ

ence

Eng

age

& In

spire

Tal

ent

Col

labo

rate

Com

mun

icat

e

Rel

atio

nshi

ps

Tru

st

Ada

ptab

ility

FLL Importance MLL Importance BUL Importance Sr Exec Importance

Ratings of Importance

26Thought Leadership Results Leadership People Leadership Personal Leadership

Critically Important


Ratings of Skill

27

2.50

3.00

3.50

4.00

4.50

5.00

Ana

lysi

s/Ju

dgm

ent

Str

ateg

y

Vis

ion/

Inno

vatio

n

Fin

anci

al

Glo

bal

Cus

tom

ers

Str

uctu

re -

Pla

ns

Str

uctu

re-E

xecu

tion

Driv

e fo

r R

esul

ts

Cou

rage

Influ

ence

Eng

age

& In

spire

Tal

ent

Col

labo

rate

Com

mun

icat

e

Rel

atio

nshi

ps

Tru

st

Ada

ptab

ility

FLL Skill MLL Skill BUL Skill Sr Exec Skill

Thought Leadership Results Leadership People Leadership Personal Leadership

Demonstrates competency to

a great/very great extent


Development Priorities Matrix

28

Lower Importance (from PROFILOR) Higher Importance (from PROFILOR)

HigherSkill

(BOTH in PROFILOR & Assessments)

LowerSkill


PrimaryDevelopment

Needs

PrimaryStrengths


Development Priorities Matrix

29

Lower Importance (from PROFILOR) Higher Importance (from PROFILOR)

HigherSkill


LowerSkill


Primary Development Needs

Sr Exec: Drive for ResultsTalent

Structure Work-Execution

BUL: Structure Work-Execution

MLL: Structure Work-Execution

Secondary Development Needs

Sr Exec: GlobalFinancial

Structure Work-Plans Courage

BUL: Talent

MLL: Financial

Secondary Strengths

Sr Exec: none

BUL: Trust

MLL: TrustDrive for Results

Primary Strengths

Sr Exec: Trust

BUL: Drive for Results

MLL: Customers


Most Important Competencies

Lower Level Senior Level

Preserve Across Levels

AdaptabilityAdaptability

CommunicationCommunication

Build TalentBuild Talent

Engage & InspireEngage & Inspire

InfluenceInfluence

Strategic ThinkingStrategic Thinking

JudgmentJudgment

Drive for ResultsDrive for Results

Structure the WorkStructure the Work

TrustTrust

30


The Five Agendas of a Leader:

Framework for Transitions and Engagement

Leadership

RelationshipBusiness

Personal Learning

Leadership Agenda� Identify core values and principles� Set the tone for leadership� Demonstrate organizational savvy� Engage and inspire others

Relationship Agenda� Establish positive working

relationships with important stakeholders

� Proactively network and build relationships to ensure long-term success

Learning Agenda� Identify key strengths and

weaknesses� Establish development plans to

build capabilities where needed� Learn from experience

Personal Agenda� Clarify life goals and values� Balance work life with family,

health, and fitness, and other priorities

� Maintain motivation and focus

Business Agenda� Define strategic priorities� Understand and leverage key

business drivers� Outline short-term and long-

term action plans to accomplish significant results with speed and quality

31

PDI Ninth HouseFS100® Coaching Model


Implications

� Focus on motivators, style, competencies & experiences to develop leaders

� Some attributes matter more at specific levels of leadership (influence, risk taking, strategy)

� Some attributes matter at all levels of leadership (achievement drive and results)

� Developing leaders can help:� Place more time and focus on important areas that might

otherwise be ignored� Learn and intentionally use helpful tools and frameworks � Seek relevant experiences and feedback� Identify colleagues with complementary strengths

32


Your Questions?


For more information contact:

Joy Hazucha at [email protected] or Marlys Aukee at [email protected]

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