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We’re Not in Kansas Anymore!

We’re Not in Kansas Anymore!. And we need a brain, AND a heart, AND real courage to thrive in this VUCA world!. Kirk Froggatt Director, Organization Effectiveness & Leadership Supply, Agilent Technologies, and Gemini Chair in Technology Management, University of Minnesota.

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We’re Not in Kansas Anymore!

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  1. We’re Not in Kansas Anymore! And we need a brain, AND a heart, AND real courage to thrive in this VUCA world! Kirk Froggatt Director, Organization Effectiveness & Leadership Supply, Agilent Technologies, and Gemini Chair in Technology Management, University of Minnesota

  2. Developing the Leadership Bench What got us here won’t get us there • Review changes in the context for high tech leaders • Discuss the implications for leadership effectiveness in this VUCA world • Explore a multi-channel approach for developing the leadership bench AND improving business results • Share best practices and lessons learned from our collective experience Objectives for the next hour Objectives for the next hour Please jump in at any time with questions, comments and your own experiences!

  3. VUCA = Volatile Uncertain Complex Adaptive The Origins of the Cyclone • Changes in the World Around Us (VUCA) are causing • Changes in Organization Strategy & Design that require • Changes in Leadership Practice and therefore • Changes in HR and OE Practices

  4. New Mind Set • New Skill Sets • New Attributes • New Approaches / Practices Implications for Leaders The “VUCA World” Requires • New Ways of Thinking • New Ways of Doing • New Ways of Being • New Ways of Winning

  5. Key Success Factors What leadership success factors differentiate GREAT from good leaders in this VUCA world? Example: Agilent Leadership Framework

  6. Developing the Leadership Bench A New Mindset is Required Old Mindset: “Leadership Development” New Mindset: “Leadership Supply”

  7. Developing the Leadership Bench A Multi-Channel Leadership Supply Approach • Assess Current Bench Strength • Organization & Individual Assessment (Inside-out and Outside-In) Casting & Deployment “Deploy the right person in the right role at the right time” Learning & Development “Stretch, motivate, and grow key players” 3. Determine Leadership Supply Channel Strategy Readiness Planning “Identify and prepare internal talent with ‘next generation’ potential” Recruiting “Hire external talent to fill key internal gaps” 1. Identify Future Business Requirements Strategic Plans – Key Performance & Opportunity Gaps

  8. Leadership Supply in Practice A Systems Approach for Improving Business Results • Accountability-based learning: PIPs • Internal AND external coaching vs. lectures • Focus on “unlearning” old mental models • Peer coaching and best practice sharing • Deployment “tuning” GM Development Focus One-size-fits-one Learning while doing Accountability GM Deployment GM Assessment Team Deployment • Results vs. Targets • Qtrly Ops Reviews • Inside-Out AND Outside-In Talent Assessment • Ranking & Rewards • Right person in right role at the right time • Right team to complement the leader and optimize learning and results CEO-led initiative(s) based on top business priorities

  9. Surviving the Cyclone Open Dialogue Questions? Own Lessons Learned? Own Best Practices? Comments?

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