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Leadership Transitions: Differences Across Leadership Levels

25 June 2013. Leadership Transitions: Differences Across Leadership Levels. Joy F. Hazucha. The Korn/Ferry Leadership and Talent Consulting family. Mission. Vision. Better leaders, Better world.

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Leadership Transitions: Differences Across Leadership Levels

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  1. 25 June 2013 Leadership Transitions:Differences Across Leadership Levels Joy F. Hazucha

  2. The Korn/Ferry Leadership and Talent Consulting family Mission Vision Better leaders, Better world Premier global provider of talent management solutions that accelerate leadership effectiveness and maximize business impact 2

  3. Global Footprint 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 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

  4. Agenda • Research on differences between levels • Implications for your organizations

  5. Transitions Across the Leadership Pipeline

  6. Leadership TransitionsThe ‘Stats’ 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) Up to 40% of internal promotions find the transition a challenge; 20% rate it a downright disappointment(rhr research)

  7. 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

  8. The Transformation Trilogy Need to understand what to Add On, Preserve, and Let Go Add On Preserve Let Go The Transformation Trilogy — Arthur Freedman, 1998

  9. Whole Person Assessment: Compare Levels on Each

  10. 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

  11. 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

  12. 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

  13. US Leader Motivators by Level

  14. Motivators Lower Level Senior Level Self Focused Motivators Influence Drives Advancement Influence on Organization Decisions Friendly Workplace Responsibilities for Others Development Opportunities Performance Based Culture Work-life Balance Belief in Organizational Mission Preserve Across Levels Achievement Drives Stimulating, Challenging Work Personal Accomplishments Monetary Compensation

  15. 2. Personality by Level

  16. Personality: Preserve Preserve Individual Contributor First-level Leader Mid-level Leader Business Unit Leader Senior Executive CONSISTENT Self-Confidence Emotional Control Consideration of Others Responsibility 16

  17. Personality: Let Go Let Go Individual Contributor First-level Leader Mid-level Leader Business Unit Leader Senior Executive DECLINING Micro-Managing Attend to Detail Passive-Aggressive Keep People Happy Independence 17

  18. Personality: Add On Add On Individual Contributor First-level Leader Mid-level Leader Business Unit Leader Senior Executive INCREASING Energy Adaptability Influence Risk-Taking Optimism Vision 18

  19. Personality Twist: Add On, then Let Go

  20. Derailment • Lack Self-Insight • Poor Relationships • Create a Negative Environment • Handle Conflict Poorly • Create Distrust

  21. Summary Personality Summary Business Unit Leader ADD ON: LET GO: Strategic, trusting, idea generator, optimistic Acting independently Managing Managers (Mid-Level) ADD ON: LET GO: Influencer, energetic, executor, risk taker Attending to daily details Managing Others (First Level) ADD ON: LET GO: Willing to give direction, depends on others Needing to be liked

  22. 3. Experiences by Level

  23. Experiences to Accelerate Transitions Lower Level Senior Level Difficult Staffing Situations Strategy Development Financial Management Critical/Visible Assignment Interpersonal Challenges High Risk Situations Support Function Experience Critical Negotiations External Relations Inherited Problems

  24. Note: Experience Differences much larger than Personality Problem-Solving and Personality Experience

  25. 4. Skills and Competencies Boss Ratings of leaders from 4 levels • Importance of each competency • Skill level on behaviors -> competencies Level 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

  26. Ratings of Importance Critically Important Thought Leadership Personal Leadership Results Leadership People Leadership

  27. Ratings of Skill Demonstrates competency to a great/very great extent Results Leadership People Leadership Thought Leadership Personal Leadership

  28. Development Priorities Matrix Primary Strengths Primary Development Needs

  29. Development Priorities Matrix PrimaryStrengths Sr Exec: Trust BUL: Drive for Results MLL: Customers SecondaryStrengths Sr Exec: none BUL: Trust MLL: Trust Drive for Results SecondaryDevelopmentNeeds Sr Exec: Global Financial Structure Work-Plans Courage BUL: Talent MLL: Financial PrimaryDevelopmentNeeds Sr Exec: Drive for Results Talent Structure Work-Execution BUL: Structure Work-Execution MLL: Structure Work-Execution

  30. Most Important Competencies Lower Level Senior Level Adaptability Build Talent Communication Engage & Inspire Influence Strategic Thinking Trust Preserve Across Levels Judgment Structure the Work Drive for Results

  31. The Five Agendas of a Leader:Framework for Transitions and Engagement Leadership Business Relationship Personal 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 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 Learning Personal Agenda Clarify life goals and values Balance work life with family, health, and fitness, and other priorities Maintain motivation and focus Learning Agenda Identify key strengths and weaknesses Establish development plans to build capabilities where needed Learn from experience

  32. 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

  33. Your Questions?

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