Developing Future Executives€¦ · Key learning: increased visibility •One of key aims of...

Developing Future Executives

Maxim Strashun Head of Talent Development EMEA, Lenovo

January 2017 @maximstrashun

2017 Lenovo, All rights reserved.

For HR Director Summit 2017

2

Maxim Strashun…a bit about me

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enovo, A

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HR

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My job in Lenovo

3200+

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enovo, A

ll rights

reserv

ed.

For

HR

Directo

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um

mit 2

017

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4

Executive summary of Strategic Talent Academy

• Program designed to accelerate development of director-level top talents

• Desired outcomes: – talents developed on topics key to ELT (EMEA Leadership Team)

– work on strategic projects

– strengthen bench

– increase visibility of talents to ELT

• Program description: – 14-months-long; 3 face-to-face sessions, 2-5 days long each

– mentoring, coaching, project work, feedback and training sessions

– 2 aspects of program: company-based development and personal development aspect

• EMEA Leadership Team (ELT) members involved in program – coaches, mentors, lecturers, project sponsors

• A lot of involvement needed from participants

18 / 13

2017 L

enovo, A

ll rights

reserv

ed.

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HR

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mit 2

017

5

Company-based development aspect

Face-To-Face

Session 1

3 days

Mentored by executive member

Coaching one lower-band talent from another team

Team Project 1 work

Jan

2015 Feb

2015

June

2015

March

2016

Face-To-Face

Session 2

5 days

Face-To-Face

Session 3

2 days

Intr

o c

all

Personal development aspect: leadership de-railers

Feedback

Questionnaire 1 Feedback

Questionnaire 2 Work on four behaviours Working with

outcomes

Up

da

te c

all

Co

ach

ing

:

lesso

ns le

arn

ed

6

Skills to be trained in the program

In the program:

• Influencing (positive outcomes of projects)

• Strategic thinking

• Presenting to executive audiences

• Increasing personal Pro-activity/Drive

• Being a change agent, driving change

• Coaching style of working with my talents

Under discussion at start:

• Leadership skills

• Executives’ expectations and hot buttons

• Understanding P&L in-depth

• Understanding aspects of global business

• Strategic thinking (part two)

• Execution skills

“Star Wars”; © Twentieth Century Fox;



7


F2F Session 1



Team Project 1 work

Jan

2015 Feb

2015

Como

June

2015

BA

March

2016

BA

F2F Session 2 F2F Session 3

Intr

o c

all


Feedback

Survey 1 Feedback

Survey 2

Choose

behaviours Work on four behaviours

Present

journey to

executives

Up

da

te c

all

Co

ach

ing

:

lesso

ns le

arn

ed

IDP

input

Team Project start

President’s opening +

career

What is strategic thinking

Influencing skills

Team Project time +

presentation

Presenting to executives

Training on coaching

Presentation: personal

strengths + dev ops

Being a change agent

Pro-activity / Drive +

execs’ expectations

Discuss 360 behaviours

Interpret

report to

PS

New president’s opening +

career

ELT

Dis

cu

ss

ion

8

Key learning: increased visibility

• One of key aims of program:

increase participants’ visibility – influenced programming decisions

– provide with info and opportunities to evaluate

– create space for EMEA Leadership Team(ELT) to discuss

• Involving ELT into program is key – speeches, talks, teaching topics, mentoring

– during 1st step (needs analysis)

– use their ideas

© joshua earle



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Key learning: Admin

• Update calls with each ps + their manager

– 45 minutes booked with each ps and their exec

– both sides: inform of effort + progress; surprises

– 3 types of executives: at end of my presentation

• Locations and times for F2F sessions

– 1st in nice/impressive/special

– months when business will allow its top talents to go away

• Choosing ps for program

– top 3 boxes in 9-box vs. AC

source: www.brunswickfasteners.com



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F2F Session 1



Jan

2015 Feb

2015

Como

June

2015

BA

March

2016

BA


Intr

o c

all


Feedback

Survey 1 Feedback

Survey 2

Choose


Present

journey to

executives

Up

da

te c

all

Co

ach

ing

:

lesso

ns le

arn

ed

IDP

input


career


Influencing skills Presenting to executives



strengths + dev ops





Interpret

report to

PS


career

ELT

Dis

cu

ss

ion

Team Project 1 work

Team Project start

Team Project time +

presentation

11

Key learning: Projects

• Reason/aim of including projects – To learn new business aspect?

– To lead a team?

– To practice strategic thinking?

– To help resolve key business issue?

• Already-running or newly-created? – Already running=difficult

© Nadia Sablin

source: pdnpulse.pdnonline.com

© Steve McCurry source:

stevemccurrystudios.tumblr.com 2017 Lenovo, All rights reserved.


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Key learning: Projects

• Best solution: – on strategic + untouched issue

– in own business

– pick own team

• Workload juggling

• Starting new project: – @ F2F session

– use every F2F session

– set expectations for budget: 1-day trips

source: www.enlightenschool.org



13


F2F Session 1



Team Project 1 work

Jan

2015 Feb

2015

Como

June

2015

BA

March

2016

BA


Intr

o c

all


Feedback

Survey 1 Feedback

Survey 2

Choose


Present

journey to

executives

Up

da

te c

all

Co

ach

ing

:

lesso

ns le

arn

ed

IDP

input

Team Project start


career

Team Project time +

presentation


strengths + dev ops


Interpret

report to

PS


career

ELT

Dis

cu

ss

ion



Influencing skills Presenting to executives




14

Key learning: training and topics

• Choosing suppliers/trainers – sample lessons + work with specific trainer only

• Strategy topic – best done internally at this level

– best if execs can open-up

• Influencing skills – classic project managing skills not needed

– influencing: all resolved before presentation to ELT

– typology of people: DISC, Clarity 4D, etc.

• Discussions about career path – with both presidents: to pull-in into program

– differences between approaches

source: www.enlightenschool.org



15

Key learning: training and topics 2

• “Change agent” topic – taking-over new countries / regions / functions

– finding right ELT person

• Pro-activity/Drive topic: – being more pro-active + have more drive?

– questionnaire: Kirton Adaption-Innovation Inventory

– what is it? adaptors vs. innovators

– being + showing that I’m proactive

© matthieu paley



16

Key learning: training and topics 3

Presentation skills:

• not rocket science – state point 1st, details 2nd

– simple is better

– deal with interruptions and questions

• practice real presentation, FB, try again

• present to ELT

• key: ensure FB gets to ps

© paul octavius 2017 Lenovo, All rights reserved.


17


F2F Session 1



Team Project 1 work

Jan

2015 Feb

2015

Como

June

2015

BA

March

2016

BA


Intr

o c

all

Up

da

te c

all

Co

ach

ing

:

lesso

ns le

arn

ed

Team Project start


career


Influencing skills

Team Project time +

presentation


Training on coaching Being a change agent




career

ELT

Dis

cu

ss

ion



Feedback

Survey 1 Feedback

Survey 2

Choose


Present

journey to

executives

IDP

input


strengths + dev ops

Interpret

report to

PS

18

Key learning: personal develop’t

• 360º survey

– “What Got You Here…”, what do I need to stop doing

– key: buy-in execs

– key: who gives FB?

– not 5-step scale

• Interpret report for each ps

– report: powerful, clear message, biggest impact

– teach how to read report

– fluctuations

• Majority of ps got a lot out of it

– e.g. playing favourites, adding own ideas

– if act on it = success

– discussion: how to deal with chosen behaviours

• 2nd Survey + Mini-surveys © Steve McCurry source:

stevemccurrystudios.tumblr.com 2017 Lenovo, All rights reserved.


19

Leadership de-railers: 19 bad habits

Winning too much

Adding own suggestions and ideas, even if that is not necessary

Passing judgment

Making destructive comments

Starting with “No”, “But” or “However”

Telling the world how smart s/he is

Speaking when angry

Negativity, or “Let me explain why that won’t work.”

Withholding or not sharing information

Failing to give proper recognition to people who

deserve it

Claiming credit s/he doesn’t deserve, for good things that s/he didn’t do.

Making excuses

Clinging to the past

Playing favorites

Refusing to express regret

Not listening

Failing to express gratitude

Punishing the messenger

Blaming others for own mistakes and failures 2017 L

enovo, A

ll rights

reserv

ed.

For

HR

Directo

r S

um

mit 2

017

Taken from Marshall Goldsmith

“What Got You Here Won’t Get You There”

20

360º survey - report



21


F2F Session 1

Team Project 1 work

Jan

2015 Feb

2015

Como

June

2015

BA

March

2016

BA


Intr

o c

all


Feedback

Survey 1 Feedback

Survey 2

Choose


Present

journey to

executives

Up

da

te c

all

IDP

input

Team Project start


career


Influencing skills

Team Project time +

presentation



strengths + dev ops





Interpret

report to

PS


career

ELT

Dis

cu

ss

ion



Co

ach

ing

:

lesso

ns le

arn

ed


22

Key learning: being mentored

• Important: agreement with ELT – take-on 2-3 ps; they come prepared

– offer summary + help if want it

• Choosing mentor – specific need vs. greater visibility

– who do you want as mentor?

• Surprise: missed opportunity (hurt own reputation)

• Important: call for mentees – come with issues, you drive it

– as often as agreed – not less

– extra sessions for specific issues

source: www.mondaynightproductions.com 2017 Lenovo, All rights reserved.


23

Key learning: increased visibility

2017 L

enovo, A

ll rights

reserv

ed.

For

HR

Directo

r S

um

mit 2

017

24


F2F Session 1

Team Project 1 work

Jan

2015 Feb

2015

Como

June

2015

BA

March

2016

BA


Intr

o c

all


Feedback

Survey 1 Feedback

Survey 2

Choose


Present

journey to

executives

Up

da

te c

all

IDP

input

Team Project start


career


Influencing skills

Team Project time +

presentation



strengths + dev ops





Interpret

report to

PS


career

ELT

Dis

cu

ss

ion



Co

ach

ing

:

lesso

ns le

arn

ed


25

Key learning: coaching top talents

• two levels below (not one)

• exchange of coachees didn’t work, organize better

• key: call with all coachees - benefits for them

• key: follow-up calls (would do 2x) – discuss what worked/not

– practice roleplays, remind of techniques

– give (very few) new techs

– same now in all training in EMEA

• training - must be very pragmatic: skills + comfort – GROW ok, others too

– skills of drilling down, asking good questions source:

www.notonthehighstreet.com



26


F2F Session 1



Team Project 1 work

Jan

2015 Feb

2015

Como

June

2015

BA

March

2016

BA


Intr

o c

all


Feedback

Survey 1 Feedback

Survey 2

Choose


Up

da

te c

all

Co

ach

ing

:

lesso

ns le

arn

ed

IDP

input

Team Project start


career


Influencing skills

Team Project time +

presentation


Training on coaching Being a change agent




Interpret

report to

PS


career

Present

journey to

executives


strengths + dev ops

ELT

Dis

cu

ss

ion

27

Key learning: presenting dev’t

• change: summary session with ELT – next steps for each ps / future in company

• in teams, to 1/3 of ELT

• positive: visibility of ps’ learning – learned from program

– arrogance visible

– new execs in team

• negative: unusual step / lack of interest – change: include project manager in team

• end: gift, personalized

• IDP discussion: surprise

© alfonso exposito; source:

www.uwphotographyguide.com

© matthieu paley



28

Three types of executives

(in connection to running programs) • all about business

– business impact

– cancel/cut short update calls

– best: asked to lead projects

• talking a lot more than listen – more difficult to ask for involvement

– best: mentors, asking for advice, presenting topics to ps

• very much about developing their people – ask me about how their people are doing

– pre-discuss points to make at update call (show interest)

– ps very impressed + appreciate approach; me too

– all say, but minority is

– program: 1 (max 2); they’ll drive business

© paul octavius



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Maxim Strashun

Head of Talent Development EMEA, Lenovo

[email protected]

+421-911-450-672

Let’s share best practices on developing

talents!

Maxim’s Contact

2017 L

enovo, A

ll rights

reserv

ed.

For

HR

Directo

r S

um

mit 2

017

Developing Future Executives€¦ · Key learning: increased visibility •One of key aims of...

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