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The Leadership Gap The Overwhelming Case for Leadership Development

The Leadership Gap The Overwhelming Case for Leadership Development. Presented by Mary Hollingsworth Washington, D.C. – August 19, 2004. Not at all important Somewhat important Important Very important Extremely important.

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The Leadership Gap The Overwhelming Case for Leadership Development

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  1. The Leadership Gap The Overwhelming Case for Leadership Development Presented by Mary Hollingsworth Washington, D.C. – August 19, 2004

  2. Not at all important Somewhat important Important Very important Extremely important Poll: How important is the quality of an organization’s leadership to shareholder value?

  3. August 2003 e-Newsletter: How important is the quality of an organization’s leadership to shareholder value?

  4. Pending retirements of those born in the late 1940’s - 1950’s will leave an estimated 21% of top mgt. and 24% of middle management positions unoccupied and those percentages are expected to grow. The corporate world is experiencing a “leadership gap” - leadership ranks are stretched too thin, intense recruiting wars for talent are underway, and too little thought is given to formal development systems. The Present State of Leadership

  5. Success Profile: What leadership skills and perspectives are critical for success? Current Bench Strength: How strong is the leadership bench in these critical skills and perspectives?  Potential Pitfalls: What potential pitfalls lie ahead for leaders? Developmental Planning: What are the best development strategies for improving Bench Strength? Four Key Questions

  6. Key leadership competencies: Importance Skill (Bench Strength) Prevalence of characteristics that can lead to being involuntarily stalled, demoted, fired, or asked to take early retirement Promotability Overall measures of performance What Was Assessed?

  7. The Study Data Over 21,000 Execs from 10 Industry Sectors & 50 Countries Rated by more than 200,000 co-workers

  8. General Demographics of Study Sample

  9. Level and Performance Status of Study Sample

  10. Statistically reliable, valid, comprehensive multi-rater feedback instrument Helps to identify strengths and areas for development as well as potential problems that can stall a career. Based on over 20 years of CCL research. The Benchmarks Survey

  11. Key Events Research Question When you think about your career as a manager, certain events probably stand out in your mind - things that led to a lasting change in you as a manager. Please identify at least three key events in your career - things that made a difference in the way you manage now. What happened? What did you learn (for better or worse)?

  12. The Variety of ExperienceWhere Learning Occurs Learning from Others Training & OtherEvents Challenging Assignments Hardships

  13. The Lessons Learned Critical Leadership Skills and Perspectives

  14. Assessing the Current State of Leadership Next we asked the 230,000 bosses, co-workers and direct reports to rate the skills, attitudes, and perspectives of the 21,000 executives using the 115 questions from Benchmarks. Please rate the extent to which this person displays each of the following characteristics: 1 = Not at All 2 = To a little extent 3 = To some extent 4 = To a great extent 5 = To a very great extent

  15. Potential Pitfalls What potential pitfalls lie ahead?

  16. Based on 19 years of CCL research from thousands of senior executives in large and medium sized firms across the globe Research on Executive Derailment

  17. SuccessfulA person who has achieved the general manager level and is still seen as effective and promotable. Derailed A person who made it to at least the G.M. level, but has involuntarily stalled, been demoted, fired, or asked to take early retirement. This person did not live up to his/her full potential as the organization saw it. Key Terms

  18. Never Rarely Sometimes Often Poll: How often does derailment take place in your organization?

  19. February 2003 e-Newsletter Results:How Often Does Derailment Take Place in Your Organization?

  20. Inability to change or adapt. Problems with interpersonal relationships. Failure to build and lead a team. Failure to meet business objectives. Too narrow business experience. Primary Reasons for Derailing

  21. “Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.”Gen. Norman Schwarzkopf

  22. Derailments are expensive. The higher the level, the more expensive they are. There are many false positives. Survival of the fittest is not the same thing as survival of the best. Leaving leadership development to chance is risky. The Case for Strategic Executive Development

  23. Create a variety of rich developmental experiences that provide assessment, challenge, and support, Enhance people’s ability to learn from experience, and Use an approach that integrates the various developmental experiences. Key Strategies for Leader Development

  24. Questions?

  25. Contact CCL’s Client Services at 336-545-2810 • Chad Merritt @ 336-286-4377 • Sean Carroll @ 336-286-4372 Client Relationship Associates

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