Welcome to session: Snapshot of the Leadership Pipeline Presented by : Dan Garrow

1. Welcome to session: Snapshot of the Leadership Pipeline Presented by: Dan Garrow

2. LEADERSHIP ISSUES Managers vs Leaders Managers – doing things right Leaders – doing the right things

3. LEADERSHIP ISSUES “EMPLOYEES DON’T QUIT THEIR JOB, THEY QUIT THEIR BOSS” ALISON MCMAHON HR SPECIALIST AND CEO OF TWOFOLD

4. LEADERSHIP ISSUES LEADERSHIP SELECTION (Includes succession planning)

5. LEADERSHIP ISSUES LEADERSHIP SELECTION (Includes succession planning) TRAINING

6. LEADERSHIP ISSUES LEADERSHIP SELECTION (Includes succession planning) TRAINING PERFORMANCE

7. LEADERSHIP ISSUES LEADERSHIP SELECTION (Includes succession planning) TRAINING PERFORMANCE EVALUATION

8. PIPELINE PIPELINE CONCEPT Automobile Assembly Line

9. LEADERSHIP PIPELINE The Leadership Pipeline “How to build the Leadership Powered Company” Authors: Ram Charan Steve Drotter Jim Noel

10. LEADERSHIP PIPELINE Manage Self (the Individual Contributor)

11. LEADERSHIP PIPELINE Manage Others Passage One Manage (Lead) Self

12. LEADERSHIP PIPELINE Manage Managers Passage Two Manage Others Passage One Manage Self

13. LEADERSHIP PIPELINE Functional Managers Passage Three Manage Managers Passage Two Manage Others Passage One Manage Self

14. LEADERSHIP PIPELINE Business Managers Passage Four Functional Managers Passage Three Manage Managers Passage Two Manage Others Passage One Manage Self

15. LEADERSHIP PIPELINE Group Managers Passage Five Business Managers Passage Four Functional Managers Passage Three Manage Managers Passage Two Manage Others Passage One Manage Self

16. LEADERSHIP PIPELINE Enterprise Managers Passage Six Group Managers Passage Five Business Managers Passage Four Functional Managers Passage Three Manage Managers Passage Two Manage Others Passage One Manage Self

17. LEADERSHIP PIPELINE Customize The Pipeline To Meet Your Needs Pipeline Model Enterprise Manager Group Manager Business Manager Functional Manager Manage Managers Manager Others Manage Self Casino Property General Manager V.P. Director Team Leader/Shift Sup Manage Self Large Enterprise CEO Regional VP V.P. Director Group Manager Team Leader/Shift Sup Manage Self

18. LEADERSHIP PIPELINE Three areas of focus for each leadership passage - Work Values Time Application Skills

19. LEADERSHIP PIPELINE Three areas of focus for each leadership passage - 1. Work Values How you believe you add value in your job and to the business – do you place value in performing leadership tasks?

20. LEADERSHIP PIPELINE Three areas of focus for each leadership level- 2. Time Application What you spend your time on changes when you develop into a new leadership role - what do you spend your time doing?

21. LEADERSHIP PIPELINE Three areas of focus for each leadership level- 3. Skills Specific capabilities are required to execute new responsibilities – have you identified what those new skill sets are and are you developing them?

22. LEADERSHIP PIPELINE Manage Others Passage One Manage (Lead) Self

23. LEADERSHIP PIPELINE Passage One – from Individual Contributor to Leading Others Work Values Leading Others Individual Contributor Get results through others Success of direct reports and team Promote company values Self as manager Visible Integrity Meetings – organizing and leading Get results through personal proficiency High quality tech. or professional work Accept the company values Meetings - participation

24. LEADERSHIP PIPELINE Passage One – from Individual Contributor to Leading Others Time Application Leading Others Individual Contributor Daily discipline (arrival, departure) Managing own time – meeting due dates Annual planning (Budgets, Projects) Make time for and develop direct reports Performance management Recruitment Conflict Resolution

25. LEADERSHIP PIPELINE Passage One – from Individual Contributor to Leading Others Skills Leading Others Individual Contributor Tech. or professional proficiency Team Player Personal relationship building Using company tools, processes and procedures Planning – projects, budgets, workforce Job design Decision making process Delegating Coaching Performance management Rewards and motivation Communicating and climate setting Patience

26. LEADERSHIP PIPELINE Passage One – from Individual Contributor to Leading Others Transition Issues • Micromanaging instead of effective delegation • Competes with direct reports about knowing best • Avoids tough conversations with direct reports • Takes over direct report’s work • Feels disturbed by questions from direct reports instead of viewing them as opportunities to teach and develop

27. LEADERSHIP PIPELINE Passage One – from Individual Contributor to Leading Others Leadership Training • Skills Training – Effective Comm; Problem Solving; etc • Time Management • Cross function training • Special projects • Cross function teams

28. LEADERSHIP PIPELINE Succession Planning General Manager Assistant General Manager Director Director Director

29. LEADERSHIP PIPELINE Succession Planning General Manager

30. LEADERSHIP PIPELINE Pipeline Starting Point Update job descriptions to include values, skills, time application principles Speak with your supervisor about leadership development – IF, you want it Self development – read; self-study courses; formal training, seminars “Not all readers are leaders, but all leaders are readers”, Harry S. Truman “Leaders don’t create followers; they create other leaders”, Tom Peters

31. LEADERSHIP PIPELINE

32. Thank you for attending! For more info contact __ www.leadershippipelineinstitute.com