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Critical Competencies for Emerging Leaders. To Listen Over The Web: To listen, un-mute your computer speakers and turn up the volume, go to “Voice” on the menu bar at the top of your screen and click on “Join Audio”.

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  1. Critical Competencies for Emerging Leaders To Listen Over The Web: To listen, un-mute your computer speakers and turn up the volume, go to “Voice” on the menu bar at the top of your screen and click on “Join Audio”. If you do not have this option please use the Q&A interface for technical support. Need assistance? Call Member Services (866) 538-1909 or email support@hci.org

  2. Join our LinkedIn group! http://bit.ly/HCIwebcasts This presentation is made possible by: www.thinkwatson.com Need assistance? Call Member Services (866) 538-1909 or email support@hci.org

  3. Today’s Agenda • Introduction - 5 minutes • Feature Presentation and Q&A - 50 minutes • Wrap Up - 5 minutes Join our LinkedIn group! http://bit.ly/HCIwebcasts Need assistance? Call Member Services (866) 538-1909 or email support@hci.org

  4. Today’s Moderator Joy Kosta, Team Leader Organizational Development & Leadership Human Capital Institute Blog www.hci.org Send email to joy.kosta@hci.org to connect on LinkedIn Join our LinkedIn group! http://bit.ly/HCIwebcasts Follow me on Twitter @joykosta Need assistance? Call Member Services (866) 538-1909 or email support@hci.org

  5. Today’s Guest Bonnie Hagemann Chief Executive OfficerExecutive Development Associates www.executivedevelopment.com http://bonniehagemann.wordpress.com/ Blog Join our LinkedIn group! http://bit.ly/HCIwebcasts http://linkedin.com/in/bhagemann Need assistance? Call Member Services (866) 538-1909 or email support@hci.org

  6. Critical Competenciesfor Emerging Leaders By Bonnie Hagemann, Executive Development Associates

  7. Agenda • Best practices of leading edge companies • Strengths and Competency Deficits of Next Generation Leaders • Practical Tips for How to Address Competency Deficits • Model Development Plan using the Critical Thinking Competency

  8. Best Practicesof Leading Edge Companies

  9. Trends in Leadership Development • Based on our experience and our research • Trends in Executive Development conducted approx. every 2 years for 25 years • Identifying & Developing High Potential Leaders • High Impact Executive Coaching • Research identifies emerging… • Trends and Innovations in Leadership Development • Best Practices • Top Priorities • Provides a benchmark for your organization

  10. Overview of Major Findings Impact of the economy and Bench Strength are major issues. Companies are looking for ways to accelerate High Potentials. Companies need leaders that think strategically & inspire. Leader-as-Teacher model is key.

  11. Hot Topics in Executive Development

  12. Types of Activities Emphasized

  13. Best Practices for Leadership Development 1. Linked to strategy and aligned 2. Top management driven Includes coaching, leadership profile, feedback and development plans Includes action learning Leaders as Teachers Mentoring Programs Combinations - instructor-led, online, stretch, coaching, mentoring and action learning

  14. Strengths & Competency Deficitsof Next Generation Leaders

  15. Why all the focus on Next Generation Leaders? • Baby Boomers are retiring. • The vast majority of organizational leaders are Baby Boomers, with the most typical age being 58 years old. • There are 11% fewer Gen Xers than Baby Boomers. • Generation Y (25 and under) will not be management/leadership material for years to come.

  16. 2005 The Impact of Demographics Latino Immigration 40 Million+ GI Generation 56.6 Million Silent Generation 52.5 Million Generation Y 79.5Million Generation X 69.5 Million Baby Boomers 78.2 Million Birth Chart Build 1925 1945 1965 1985 1905

  17. Sample Succession Chart CEO COO CFO S-Pres. VPMA CIO CNO SVP HR SVP Network Dev. VNA VP Dev. VP Service Lines CQO VP Construction VP Marketing

  18. Strengths of the Next Generation Leaders • Ability to prioritize a multitude of important demands on their time • Ability to delivery results/results oriented • A high integrity mind-set • Understanding of the technical side of the business and the products and services

  19. Competency Deficits of Next Generation Leaders

  20. Processes Most Effective in Accelerating High Potential Development

  21. Leadership Pipeline

  22. Training Plan Content Outcomes Delivery Investment

  23. Model Development PlanCritical Thinking Competency

  24. “Leaders aren't given the choice between dandelions and roses. It might be dandelions and chickweed. They are forced to make choices with too little time and too little information. It requires courage and a strong stomach.I might be forced to make a decision in five seconds,which will then be studied for months by a team of 40 lawyers. The job that leaders have is difficult, and there are increasingly few people capable of doing it.” ~ George Buckley, 3M CEO

  25. What is Critical Thinking?

  26. And It Drives…

  27. Can Critical Thinking Be Taught? Yes! But like golf, being good at thinking requires… Practice Feedback

  28. Poll questions • Is developing the critical thinking competency in your leaders a top priority in your organization? Yes/No • If so, does your organization have the right development tools in place to ensure the right level of critical thinking skills? Yes/No

  29. Skill Building Goals at Each Level

  30. Developing Critical Thinking – Individual Contributor Level Group Training Program (6 sessions over 3-4 months) Training Objectives: 1) Define critical thinking and how it impacts business 2) Identify current critical thinking capabilities 3) Increase critical thinking skills

  31. Tools for Development Watson-Glaser Development Report Online Training

  32. Developing Critical Thinking – Manager Level Critical Thinking Deep Dive Phase 1: Assessment and Alignment; 2-4 weeks prior to workshop take assessment and meet with manager to identify high priority business challenges Phase 2: Action Learning workshop (2 days); receive assessment results; learn critical thinking techniques (e.g., RED model), develop an action plan Phase 3: Acceleration and Accountability; 1 month progress monitoring report out; communicate success out to organization

  33. Developing Strategic Thinking – Senior Manager Level • Assessment feedback • One-on-one Coaching • Mentoring • Business Simulations

  34. 2011/2012 Development Trends Report • We are currently gathering data from organizations through our biennial survey. • Contribute to this survey and we’ll provide a complimentary full report including + an Executive Briefing as soon as it is released. (July 1st 2011) • Please go to this website to complete the survey: http://www.infopoll.net/live/surveys/s35222.htm

  35. Questions?

  36. Resources Free 2009/2010 Trends in Executive Development Report 1-on-1 High Potential Development Discussion Leadership Pipeline Spreadsheet Decades of Differences: Managing Differences Webcast Books Decades of Differences by Bonnie Hagemann and Ken Gronbach The Leadership Pipeline by Ram Charan, Stephen Drotter, and James Noel FYI: For Your Improvement by Michael Lombardo and Robert Eichinger www.thinkwatson.com/hci

  37. Research & Leadership Development Partners Executive Development Associates • A leader in creating custom-designed executive development strategies, systems, and programs that help organizations build the capabilities needed to achieve their strategic objectives. Learn more at www.ExecutiveDevelopment.com and BHagemann@ExecutiveDevelopment.com. Pearson • Publisher of scientific assessments used globally to hire and develop the 21st century workforce. Our instruments measure critical thinking, problem solving, and a range of job skills to deliver data-driven insights that inform and clarify an organization’s human capital decisions. Learn more at www.thinkwatson.com.

  38. It’s your turn! Ask our expert… Bonnie Hagemann Chief Executive OfficerExecutive Development Associates www.executivedevelopment.com http://bonniehagemann.wordpress.com/ Blog http://linkedin.com/in/bhagemann Join our LinkedIn group! http://bit.ly/HCIwebcasts Need assistance? Call Member Services (866) 538-1909 or email support@hci.org Need assistance? Call Member Services (866) 538-1909 or email support@hci.org Need assistance? Call Member Services (866) 538-1909 or email support@hci.org

  39. Thank you! Please join us for the next webcast in this series Stay Tuned…Another Webcast is starting in just a few minutes! Want More? Blogs, Networking, Groups & more at www.hci.org Join our LinkedIn group! http://bit.ly/HCIwebcasts For Speaking, Sponsorship and Educational Opportunities, please call (866) 538-1909 or support@hci.org

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