Heitger Consulting ZFU_Value Driver Leadership
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Transcript of Heitger Consulting ZFU_Value Driver Leadership
Value Driver: Leadership an Innovative Approach to
Strategic Leadership Development
ZFU-Conference “Excellence in Talent Management”
Dr. Barbara Heitger www.heitgerconsulting.com
2
Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Old approach leadership development
focus solely on individual capabilities
New focus on „orchestration“ because
of increased complexity and interaction
needs -> higher speed
Higher Speed and Dynamism
Dr. Barbara Heitger www.heitgerconsulting.com
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Confronting the unexpected and nobody knows what
will happen next
Dr. Barbara Heitger www.heitgerconsulting.com
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High-reliability organizations, or HROs, share two essential
characteristics: They constantly confront the unexpected and
operate with remarkable consistency and effectiveness.
So it's better for HROs to allow decisions to migrate to frontline
expertise rather than to the top of pre-established hierarchies,
where positions are often filled for reasons other than
experience.
Dr. Barbara Heitger www.heitgerconsulting.com
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1. Why Strategic Leadership Development (1)
The Enterprise of the Future & the DNA of Future Leadership
IBM Global CEO
Study 2008
Dr. Barbara Heitger www.heitgerconsulting.com
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1. Why Strategic Leadership Development (2)
Value driver leadership development
BCG/WFPMA
Study 2008
Dr. Barbara Heitger www.heitgerconsulting.com
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Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger www.heitgerconsulting.com
9
2. An Innovative Approach to Strategic Leadership Development (1)
Leadership - the Individual Perspective Leadership Pipeline and Leadership throughout the enterprise
self awareness, role model, passion, fit
for turbulences
align, challenge, support, assess
general management skills & balance
between operative, strategic, innovative
perspective; leading managers
develop insight, vision & explore
opportunities, challenges of globality &
conflicting targets
Leading...
self
others
business &
function
the enterprise
Dr. Barbara Heitger www.heitgerconsulting.com
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2. An Innovative Approach to Strategic Leadership Development (2)
Leadership - the System Perspective
translate strategy & identity of the firm
into „what do we want our leaders & our
leadership to stand for“
integrate decisions & initiatives of leaders/
managers from different levels &
functions, cultures - how is overall
leadership perceived - inside & outside the
company
build exploring, innovating, implementing
and anchoring leadership
supporting implementation of leadership
brand
Leadershipbrand
Leadership of teams
& community
Entrepreneurial
capacity
Procedures & tools
in leadership
Dr. Barbara Heitger www.heitgerconsulting.com
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Innovative Leadership Development
• leading self
• leading others
• leading business & function
• leading the enterprise
• Leadership brand - strategy/ identity
• Structures/ procedures / tools
• Entrepreneurial capacity
• Leadership community/ teams
(If completely anchored: leadership
culture)
Individual Leadership
Development
„ILD“
Organizational Leadership
Development
„OLD“
Individual focus System focus
adresses
& links
2. An Innovative Approach to Strategic Leadership Development (3)
Leadership @ work
Dr. Barbara Heitger www.heitgerconsulting.com
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Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger www.heitgerconsulting.com
13
Top Performer
Success
Self assessment
Management Program
Junior Management Program All employees
3. Example 1 - Corporate Case (1)
Top-Performer Program
Achievement of corporate
targets requires systematic
identification and development
of top performers at various
management and employee
levels
Horizontal and vertical
development
Dr. Barbara Heitger www.heitgerconsulting.com
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To challenge and cultivate the best managers from within the enterprise
To concentrate on business-related development
Flexible deployment of talent across all areas / horizontal and vertical
development
Faster filling of vacant positions through development of top successors for
key positions
Consistent promotion of close feeling of identity by managers acting in line
with the mission and embodying the core values
Incentive to loyalty in times of highest demands on top performers as a
result, for example, of staff cuts
3. Example 1 - Corporate Case (2)
Goals of "Top Performer"
Dr. Barbara Heitger www.heitgerconsulting.com
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3. Example 1 - Corporate Case (3)
Development modules
Networking
•Kick-off event
•Community Day
•Work on corporate top strategic challenges
•Inside-Outside
•Closing event
Feedback program
•Management
appraisal
•Optional 360°
Feedback
•Development
discussion with
HRD and superior
Challenge
on-the-job
•Deputization
•Challenge =
particularly
challenging task at
horizontal level,
special project
work
•Job rotation
Skill training
•Communication
•Change mgmt
•Leadership and
management
•Business upgrades
Ind
ivid
ua
l fo
cu
s
syste
m fo
cu
s
Dr. Barbara Heitger www.heitgerconsulting.com
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Support from board members for following modules:
Selection of candidates
Kick-off event
Community Day, Inside-Outside
Closing event
Partially: mentoring for projects (challenge on-the-job)
Time: total of approx. 0.5 days per board member
Benefits:
Direct contact with middle management
Motivation of participants through increased visibility towards entire
board of management
Embodiment of values / role model function / orientation
Acknowledgement of top performers
Making strategy tangible / hands-on
Communication of requirements / expectations to middle
management
3. Example 1 - Corporate Case (4)
Support from board members
Dr. Barbara Heitger www.heitgerconsulting.com
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Generation of realistic expectations through
- focus on the job and
- horizontal career approach
All development modules will continue to be developed, tailored to
internal customers' requirements.
Clear communication of demands on top performers and superiors
Consistent implementation of development plan
Intermeshing with strategic focus
3. Example 1 - Corporate Case (5)
Key success factors
Dr. Barbara Heitger www.heitgerconsulting.com
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Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger www.heitgerconsulting.com
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4. Framework for Development (1)
Research Question - How does „change & learning“ work
When you think about your career as a manager, certain events or episodes
probably stand out in your mind – things that led to a lasting change in you
as a manager.
Please identify 3 key events in your career, things that made a difference in
the way you manage now.
• What happened?
• What did you learn from it (for better or worse)?
Copyright CCL
Dr. Barbara Heitger www.heitgerconsulting.com
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4. Framework for Development (2)
The Variety of Experience
• Scope
• Fix it
• Start from Scratch
• Line to Staff
• Projects/
Task Forces
Challenging
Assignments
• Values
Playing Out
• Role Models
Learning
from Others
• Business Failures
& Mistakes
• Demotions/ Missed
Promotions/
Lousy Jobs
• Breaking Out
of a Rut
• Personal Trauma
• Employee
Performance
Problems
Hardships
• Course Work
• First
Supervisory
Experience
• Early Work
• Purely
Personal
Other
Events
Copyright CCL
Dr. Barbara Heitger www.heitgerconsulting.com
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4. Framework for Development (3)
Players & Ingredients
Support Assessment
Challenge
Development
Company
System Group
Individual
Source: Amel Karboul; based on CCL model
Dr. Barbara Heitger www.heitgerconsulting.com
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Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger www.heitgerconsulting.com
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5. Example 2 - Hidden Champion (1)
Strategic Innovation „live“ - New Ideas & new Energy guaranteed
Learning Journey to other successful companies to explore ideas to
this core question:
„We might face dramatic turbulences in market - & technology development -
being extremely successful for years! How do other companies deal with
similar challenges in order to stay market leader for the next 10 years?“
Dr. Barbara Heitger www.heitgerconsulting.com
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5. Example 2 - Hidden Champion (2)
Goals
• Deepen understanding about prerequisites of successful implementing
strategic innovation
• Get to know tools, processes, programs & leadership initiatives that
create innovation, explore & overcome company specific barriers of
strategic thinking
• Challenged from “outside in“
• Establish “outside the box thinking“ as leadership attitude
• Foster entrepreneurial capacity in strategic innovation - get out of
“comfort zone“
• Align leadership community for innovation need, ideas & initiatives
Dr. Barbara Heitger www.heitgerconsulting.com
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5. Example 2 - Hidden Champion (3)
Highlights and Critical Success factors
• Strong Projectmanagement team and board support
• 3 x 3 x 3 - 3 learning journeys for 3 days to 3 companies and their „world of
strategic innovation“
• Learning journey with a clear and challenging agenda: exploring - understanding -
getting ideas/ transferring
• Organizational self assessment of company - high impact training - challenging
facilitation as success factors
• Systemic and intensive dialogues with visited companies generated deep insights
and created future networks inside and outside the company
• Mixed “travelling teams“ (business unit function/ level/ country) enriched sharing
and creating new ideas
• The international management conference as platform for sharing and prioritizing:
Focus on dialogue and “internal market process“(strategic innovation initiatives!)
• Concept - contract - commitment to strategic innovation initiatives
Dr. Barbara Heitger www.heitgerconsulting.com
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Explore
• coreteam
• organization diagnosis
• careful selection and
briefing of firms
•develop core question
• kickoff for journey
teams
preparation
Understand &
generate ideas
• intensive sharing
during journey
• visiting outstanding
companies
• coaching & challenging
by external consultants
the journey
prioritize and
transfer
• dialogue integrates
ideas and insights
• generate initiatives
• develop take-home
agenda on individual,
group and company
level
the international
management conference
5. Example 2 - Hidden Champion (3)
Steps
Dr. Barbara Heitger www.heitgerconsulting.com
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Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger www.heitgerconsulting.com
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6. Navigation System for Leadership Development (1)
... Person
... Function in Leadership Pipeline Programs along levels:
Talent/Potential/Transition/Mastery
... Member of Leadership Team and
Community
differentiate and integrate perspectives:
X- level, x functional
x -national, x -divisional
... Contributor to "Leadership brand"
("uniqueness“) & entrepreneurial capacity
provide and develop core identity and link to corporate
development and strategy
Individual adressed as Goals
General management skills
Leading self and others entrepreneurship
Leadership and teachable moments
Dr. Barbara Heitger www.heitgerconsulting.com
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6. Navigation System for Leadership Development (2)
Evaluation of Cases
Top Performer Program Case
Dr. Barbara Heitger www.heitgerconsulting.com
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6. Navigation System for Leadership Development (3)
Evaluation of Cases
Learning Journey Case
Dr. Barbara Heitger www.heitgerconsulting.com
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6. Navigation System for Strategic Leadership Development (4)
Leadership @ work
State of the Art
Leadership
Development
Management & HR-
Tools/ Instruments Strategy/Identity
Leadership
Development -
individual and
organizational
Dr. Barbara Heitger www.heitgerconsulting.com
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Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger www.heitgerconsulting.com
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7. What‘s the gain (1)
• focus on leadership brand - what do we as a company
want our leadership to be known for?
(in relation to our core identity and our strategy)
• focus on most powerful levers by optimal mix of individual &
organizational leadership development
• provide transfer and sustainable implementation specifically by OLD
• Leadership & -development as value drivers for corporate success
• HR as Strategic Partner
Dr. Barbara Heitger www.heitgerconsulting.com
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7. What‘s the gain - the questions (2)
• keep it simple
• further develop evaluation & measurement
• tailorize! customize! - what‘s the company ready for?
Dr. Barbara Heitger www.heitgerconsulting.com
35
Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger www.heitgerconsulting.com
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8. Backup
State of the art Leadership Development in the USA & Europe
USA Europe
„Hero CEO“ Ambivalent attitude towards senior
leadership
Open envolment & case studies
(business schools)
Customized within company
Assess - support - callenge
consistency on individual level
Action learning consistency on
corporate level, less assessment &
challenge
Tooldriven & pragmatic approach Tools & theory based
One stop seminars Modules/ programes
Leadership is an essential topic in
politics, non governmental sectors,
education, business
Leadership is primarily an essential
topic in business