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ETDR 2013 Presentation - KLawry

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Kari Lawry

on 19 February 2015

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Transcript of ETDR 2013 Presentation - KLawry

"Do we have the leadership capability we need to be successful in this business?"
Leadership Strategy
Starts with
The Business Strategy

RECOMMENDED CHANGES
AN ENTERPRISE
COMPETENCY MODEL
ALPHA
Value of Human Capital?
TALKING TALENT
RULES OF ENGAGEMENT:

USE YOUR WORDS WISELY (TALENT LANGUAGE!)

HAVE THE COURAGE TO INTERVENE

A DIFFERENCE IS ONLY A DIFFERENCE IF IT MAKES A DIFFERENCE (ALLOCATE TIME ACCORDINGLY...)

WHAT GETS MEASURED, GETS DONE!
A LOOK UNDER THE HOOD
Our Demographics...who are we looking at year over year?
Grid Comparison 2011 - 2013...what is our talent make-up across the enterprise?
Observations
Recommendations for change
THE "IDEAL" 9 CELL
A way to tie business strategy to leadership development strategy
Set goals & have a laser focus
Aspriational
Allows us to tie valuable resources - $, people, time - to effectively manage talent and staff to our business strategy
We came by these grids honestly because our process was developing, but we can improve it...isn't that what we are good at? Process Improvement?
Continuing to define our "ideal state"
Move us to Strategically Proactive
Places greater focus and sense of urgency on development
Best Practice
Can be customized at Business Unit, Functional or Individual Level as needed
Have you seen ALPHA lately?
Start by looking at BUSINESS CHALLENGES...
The brain is a goal-seeking
organism. Setting a goal creates
structural tension in your brain,
which will seek to close the
gap between where you are
and where you want to be, who
you are and who you want to become.
If you don't set goals you become
stagnant.
15%
15%
15%
10%
10%
5%
5%
10%
2%
5%
4%
25%
15%
4%
9%
16%
15%
18%
ACTUAL IDEAL
PEPSI CO.
10%
15%
10%
15%
10%
5%
5%
10%
7%
11%
9%
24%
12%
2%
5%
6%
20%
24%
ACTUAL IDEAL
PULTE HOMES
10%
15%
10%
15%
10%
5%
5%
15%
0%
5%
6%
25%
9%
4%
15%
19%
15%
15%
ACTUAL IDEAL
CITIBANK – CONSUMER BANK
18% 5% 2% 15% 15% 15%
15% 25% 4% 10% 10% 15%
4% 9% 16% 5% 5% 10%
15% 5% 0% 15% 15% 10%
9% 25% 6% 10% 15% 10%
4% 15% 19% 5% 5% 15%
24% 11% 7% 20% 15% 10%
12% 24% 9% 10% 15% 10%
2% 5% 6% 5% 5% 10%
So...given all of this,
what would be our
IDEAL 9 CELL
Investment
2011 - 2013 AGGREGATE 9 CELL
100% OF OUR LEADERS ARE FULLY MEETING OR EXCEEDING PERFORMANCE EXPECTATIONS...DOES THIS REFLECT OUR REALITY?
AS OUR TENURE GROWS IN OUR
SENIOR RANKS = INCREASE IN HIGH PROFESSIONAL BOX

(defined as those that consistently produce EXCEPTIONAL RESULTS AND HIGH PERFORMANCE RATINGS IN A DEFINED, FOCUSED AREA")

...HAS THIS BECOME OUR 'SAFE HOUSE'?
2011 - 29%
2012 - 31%
2013 - 35%
OUR "KEY PERFORMER" BOX IS
DISAPPEARING OVER TIME
...IS THIS BOX CONSIDERED THE KISS OF DEATH?
2011 - 15%
2012 - 8%
2013 - 4%
OUR "
ABOVE AVERAGE
"
PERFORMANCE RATINGS
HAVE SEEN VERY HIGH REPRESENTATION
OVER THE PAST THREE YEARS

(defined as performing CONSISTENTLY producing
EXCEPTIONAL RESULTS and the
highest performance ratings,
better than others at their level,
performance truly beyond what is expected,
recognized as a function/technical expert
both within and OUTSIDE of the organization
and the PERSON would be difficult to replace)

...if this is true, how is this mass of
exceptional performance translating into
operational excellence
& organizational goal attainment?
2011 - 62%
2012 - 55%
2013 - 69%
FOOD FOR THOUGHT...
Unusual talent distribution
What does this say about our "Leadership Culture"...is it true?
What are the unintended consequences of this kind of grid results?
Even if you believe we have this mix right...over the next 10 years we could potentially lose up to 76% of the leaders on this grid, what are we doing NOW to replace them with the same high level performers?
Recommendations:

CHANGE THE WAY WE CALIBRATE
CHANGE OUR TIMING
INSPECT WHAT WE EXPECT
CALIBRATION
- look both ways!
From internal only to internal + external view
Theory of Relative Scale
TIMING IS EVERYTHING
"Look at Performance over time..."
2 - 3 years...most business strategies don't last that long!
Lose your sense of urgency & focus
EX:
2011 = Above Average
2012 = Average
2013 = Below Average
No "D" in our TDR!
Propose a 12 month standard view
CHANGES (Group Coaching, Competency Based Training, Go Look Go See Action Learning, Pulse Assessments, A3 Development Plans, Crowdsourced Problem Solving, Open Communication, etc.)
LEAN LEADER CERTIFICATION - Enterprise-wide Stds.
ACTION LEARNING PROJECTS - Real Time Business Solutions
SUMMER 2014 GRADUATION - Largest class ever
What is the ultimate goal of this program...have we reached critical mass?
Do we have the right cadence?
Options? Manager level and /or Innovation team
ALPHA SELECTION - GROUP DISCUSSION
2013 Executive
Talent Development Review

Inspect what we expect...
Create a formal program of assessment and development for anyone we collectively define as high potential through this process.
High Potentials =
The best we have and would be the best in ANY organization
In short supply but high demand...what are we doing with them?
PROPOSAL?
DIFFERENTIATED ASSESSMENT & DEVELOPMENT
What are they looking at?
Con-way Stock Valuation
Financial- Related
Data (65%)

Earnings Growth
Yields
Operating Numbers
Margins, etc.
Non-Financial Related
Data (35+%)

Quality of Management
Strength of Corporate Culture
Effective Executive Compensation
Strategy Execution
Ability to Attract Talented People
Market Leadership Position

Fortune
"
Most Admired
"
:
Ability to Attract and retain talented people
Quality of management
Social responsibility to the community and the environment
Innovativeness
Quality of the products or services
Wise use of corporate assets
Financial Soundness
Long-term investment value
Effectiveness in doing business globally
DEVELOP BUSINESS
LIFE CYCLE
BASED "IDEAL"
9 CELL
REDEFINE THE WAY
WE EVALUATE OUR
TALENT
GOING FORWARD
ESTABLISH A
FORMAL
APPROACH TO
DEVELOP
OUR HIGH
POTENTIALS
HOLD OURSELVES
ACCOUNTABLE FOR METRICS AND RESULTS
DRIVE THE STRATEGY:
PROCESS IMPROVEMENT

Enterprise Wide Leadership Competency Model
hey whats up...?
Full transcript