shrm/chra 2015 spring conference presentation

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS

SCALABLE INNOVATIVE

LEADERSHIP SOLUTIONS

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

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EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

Consider The Ripple Effect

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

•

•

•

•

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

DO YOU KNOW OF ONE?

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

•

•

•

•

•

•

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

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)

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

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

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

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.

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.

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

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

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

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

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

A Summary Equation Leader Engagement + Skills = Business Results

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

EXECUTIVE COACHING ORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS SCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT