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High Potential andASPIRE ProgramsHigh Potential andASPIRE ProgramsASPIRE ProgramsASPIRE Programs

20102010

Copyright ©CornerStone Services.

20102010

You Are Not Alone – Failure Rates Are High and CostlyYou Are Not Alone – Failure Rates Are High and Costly

Fact:It is estimated that more than 40% of all new managers fail (replaced) in their first 18 months in position!

Fact:Management failures cost gorganizations over $676 billion every year!

That’s Right Billion!!

Copyright ©CornerStone Services.2

g

Documented Impact – Just The Direct CostsDocumented Impact – Just The Direct Costs

Company* Number of Employees

(US)

Turnover Rate Estimated Turnover Cost

per Employee**

Reducing Turnover 1 % Savings / year(US)

Merck 39,489 9% $7592 $2,765,000

Cerner 2,953 14% $8000 $240,000

Charles Schwab 18,863 12% $8329 $1,512,000

MBNA America 16,960 15% $4800 $1,000,000

Average U.S. Company 10,000 15.6% $5000 $500,000

Not including the indirect costs of lost productivity or sales

Company

Based on Public Data from Fortune Magazine’s 100 Best Companies to Work for January 2001

** Estimated Turnover Costs calculated at 20% of most common entry level salary


Estimated Turnover Costs calculated at 20% of most common entry level salary

Documented ImpactDocumented Impact

t 18

20Pe

rcen

t

16

nove

r P

12

14

Turn

8

10

Leadership Effectiveness

8

Bottom 30% Middle 60% Top 10%


eade s p ect e essResults are from a study conducted for the book, The Extraordinary Leader by Folkman and Zenger

Why Such An Alarming Rate?Why Such An Alarming Rate?

We constantly promote incompetent people?

Newly promoted managers don’t have the desire toNewly promoted managers don t have the desire to succeed?

Exceptional talent is hard to find internally?Exceptional talent is hard to find internally?


Proactive Selection and Identification ProcessProactive Selection and Identification Process

Best Practices are starting to emerge: Formalized pre-manager programs targeted at high potential management candidates that:

Reduce the cycle of costly selection mistakes

at high potential, management candidates that:

Identify the right talent for the right position

Provide candidates with clarity and understanding of the role of manager pre-understanding of the role of manager prepromotion

However, it does take a creative and ,fresh look at historical selection processes and how we prepare management candidates for success


management candidates for success

Why Establish A Formal Pre-Manager Program?Why Establish A Formal Pre-Manager Program?

According to a 2001 Harvard Business School Study:

Leadership failure is the #1 reason for turnover and one of the top two

y

preasons for business failures

61% of managers do not exhibit appropriate managerial behavior

40% of workers say they have no l f db k fregular feedback on performance

Less than 50% of followers trust their leader


leader

Four Critical Questions to Answer – Before PromotionFour Critical Questions to Answer – Before Promotion

Are you right for management?

What is management? A tA t I i htI i htWhat is management?

Is management right for you?

AssessmentAssessmentAre you right for

t?

Are you right for

t?

InsightInsight

What is management?

What is management?right for you?

Where do I start? AwarenessAwareness

management?management? management?management?

DevelopmentDevelopment

Where do I start?

Where do I start?



Solution: Initiate a formal program for high potentials that helps both the organization and participant to answer these questions


both the organization and participant to answer these questions

Key Process ElementsKey Process Elements

1) Set participation parameters :

Ti i P iti

2) Design the critical components:

Ph O

Representative 9-12 Month Program Highlights:

Time in Position

Experience

Performance

Phase One –Self & Peer Assessments

Phase Two –M t R l Cl it

Willingness

Written Responses

Management Role Clarity

Phase Three –Awareness and Simulation

Phase Four –Foundational Development

3) Integrate seamlessly with your human capital development process

Formalize the process

Secure executive sponsorship


Secure executive sponsorship

Framework For Success –High Potential ProgramFramework For Success –High Potential Program

Phase One: Assessment

Helps to answer the question –

AssessmentAre you Are you Helps to answer the question


Getting the right people in the right

right for management?


g g p p gjob is key – The old adage “People are your most important asset” turns out to be wrong.turns out to be wrong.

“People are not your most important assetimportant asset.

The right people are”. Jim Collins, Good to Great


Framework For Success – High Potential Program Framework For Success – High Potential Program

Assessment Phase:Helps to answer the question –


AssessmentAre you Are you y g g

ObjectiveConduct Harrison behavioral assessment and PeerView Profile with debriefing sessions to identify not



g yonly can they do the job but will they do the job.

ActivitiesProfiling and highlighting a participant’s natural

d i i ib kill htendencies, passions, attributes, skill set strengths and gapsIdentifying natural decision stylesIntroducing performance management conceptsIntroducing performance management concepts

ResultsParticipant gains a clear understanding of the match between their natural tendencies and


match between their natural tendencies and abilities matched against the role of manager

Framework For Success – High Potential ProgramFramework For Success – High Potential Program

Assessment Phase:Timing and Activities

AssessmentAre you Are you

Months One and Two– Harrison links and PeerView invitations will



be sent and debriefing sessions conducted

– Results sent on to participant’s manager



Phase Two: InsightsHelps to answer the question –

What is management? Is Management

InsightWhat is What is g g

for me?

ObjectiveTransfer knowledge, experience

management?management?

g , pand insights of the responsibilities and expectations placed on the role of manager

ActivitiesClarifying management influence and obligationsClarifying management role and realities; dispelling mythsClarifying why leaders fail; the traps new

f ll i tmanagers fall into

Results Participant has a better understanding of the role and

t ti f th id th i t d i i


expectations of a manager as they consider their next career decision


Phase Two: InsightsTiming and Activities

InsightWhat is What is

Month Two and Three – Conduct a customized half day, highly

interactive Management Insights

management?management?

interactive Management Insights workshop that sets the foundation and common vision for management, leadership and coaching throughout company.

– Goal Planning Webinar – Aligning professional and career goals

– Follow up session with CornerStone advisor – Review Development exercises and Goal Planner


Framework For Success – ASPIRE ProgramFramework For Success – ASPIRE Program

Awareness PhaseHelps to answer the question –


Awareness

Is managementIs managementObjective

Transfer information and experience through webinars, self-directed exercises and action team learning that provide a realistic feel for the day-to-day role of a manager



p y y gActivities

Webinar session: “Becoming the Obvious Choice” How to focus on development and career plans for advancement E i B ildi B d Y A hit ti L D iExercises: Building Brand You, Architecting your Legacy, Day in the Life Scenarios, Team building and problem solving, Presentation skills coaching. Articles to reinforce learningAction team learning that allows participants to actively engage in real life problem solvingin real life problem solving

– Participants will be broken into 4 or 5 teams, each team will be given a business issue to solve over the course of several months and present their ideas to leadership.

Results P ti i t i f th l th d d il d d f


Participants experience for themselves the essence and daily demands of management


Awareness Phase:Timing and Activities

Awareness

Is managementIs managementMonths Three thru NineOne activity per month will be conducted consisting of a mix of:



consisting of a mix of:– Self directed exercises coupled with orchestrated

debriefing sessions with their manager or mentorW bi f k l d t f– Webinar for knowledge transfer and reinforcement

– Action team planning, learning and executionlearning and execution

– Manager feedback on assessments and goals



Development Phase:Helps to answer the question – Where do I start?

Objective


Where do IWhere do IObjective Provide a foundation of management concepts and activities that bridge the initial 90 days as a manager until formal leadership development is initiated

Where do I start?

Where do I start?

p p

Activities Enhancing a participant’s effectiveness by introducing:

– The art of delegation

– Day one planning and organization

– Importance of setting the right expectations

Results Participants are better prepared to be effective day one as a manager having been exposed to certain key


management concepts and tasks


Development Phase:Timing and Activities


Where do IWhere do IgMonths nine - twelve

Activities focused on a mix of:

Where do I start?

Where do I start?

Activities focused on a mix of:– Continuation of self directed exercises coupled with orchestrated

debrief sessions with their manager or mentor

– Webinar: “I Quit But Forgot to Tell You”

– Foundational Leadership workshop consisting of simulations, team planning and goal development session

– Certification – criteria developed for participants


Unique Opportunities for FacilitationUnique Opportunities for Facilitation

Excellent opportunity to leverage experience, insights and wisdom

Creative approachesWeb enabled information and knowledge transfer:g

Program instructions and logisticsPre and post reading materialsAssessments and self study exercisesAssessments and self study exercises

Mentor led instruction and guidance:Retired or semi-retired senior executives are used as facilitating mentorsused as facilitating mentorsSolicit and certify current senior management talentWe can retain noted industry experts


We can retain noted industry experts

High Potential and ASPIRE ProgramHigh Potential and ASPIRE Program

Targeted Goals and ResultsHigh Potentials

E ll Hi h P t ti l t A t D b i fiExpose all High Potentials to Assessments, Debriefings sessions, Insights Workshop and Goal Planning

ASPIREAspire assists both the organization and participants match the role of a leader with the requisite traits displayed by each candidate

P id f ff ti l d hi iProvides a process for effective leadership succession planning

Establishes a foundation of development for day one leadership successleadership success

Creates opportunities for senior leadership to engage and support the future leaders and top talent of the organization

Engages top performers in developmental activities key


Engages top performers in developmental activities – key retention driver

High Potential + ASPIRE Program TimelineHigh Potential + ASPIRE Program TimelineMonthsCheckpoints

Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb

Phase 1: Assessment Administer Harrison Behavioral Assessment and PeerView Profile

Phase 2:Insights

Debriefing sessions are conducted and managers are sent reports

Management Insights half day workshop, setting foundation and common vision and Management role clarity + Goal Based Activity Planning Webinar

Follow up sessions with advisor-Development exercises and Goal Planner completion

Program

Phase 3: Awareness Creating Leadership Awareness

Leadership on line scenarios – self directed exercises that provide insight to the day to day role of leaders. Once completed the responses are debriefed b theirday to day role of leaders. Once completed the responses are debriefed b their manager or mentor 2 Webinars – “The Next Level” – “Becoming the Obvious Choice” - how to position yourself as the next obvious choice for advancement

Participants will be broken into teams each team ill be gi en a

Teams will present their “sol tions” to all Aspire

Program

Phase 4: D l t

teams, each team will be given a business issue to solve over the course of several months

“solutions” to all Aspire participants and other invitees (BU leaders and executives)

Building a Leadership Foundation Coaching exercises that build awareness on effective coaching and


Development mentoring skills, Webinar: I Quit But Forgot To Tell You – Getting Engagement and Commitment Final half day Leadership workshop consisting of simulations, team planning and goal development session

Aspire Certification

Program Investment Summary – High PotentialProgram Investment Summary – High Potential

High PotentialAssessments: Harrison Behavioral Assessment and PeerView Profile

1-on-1 debriefing of assessments

ID Manager Suitability of High Potentials – Harrison report

Workshop: Management Insights (half day)

Webinar: Goal Planning and The Next Level

Follow up session: One hour 1-on-1 session with CornerStone advisor for development exercises and Goal Planningfor development exercises and Goal Planning

CornerStone books: Management Insights and The Next Level


Program Investment Summary – ASPIREProgram Investment Summary – ASPIRE

ASPIREWebinars: “Becoming the Obvious Choice”; Books: 12 Choices and Becoming the Obvious Choice;Books: 12 Choices and Becoming the Obvious Choice; “I Quit But Forgot to Tell You” Book: I Quit But Forgot to Tell You, Group and self-directed study and coaching by manager supported by CornerStone advisor; Exercises: “Building Brand You”, “Architecting your Legacy”, “Day in the Life Scenarios”; Tools - Time Allocation Planner, Goal Based Activity Planning, Personal Coaching Plan

Action Team Learning: Teams work on selected business issues identified by Senior Leadership and supported by manager and CornerStone advisor. Exercises: Team building and problem solving, Presentation skills coaching, Articles to reinforce learning

Workshop: Foundational Leadership (half day) – Books: Monday Morning Leadership, 7 Moments That Define Excellent Leaders

Ongoing coaching by manager supported by CornerStone advisor – selection of


g g g y g pp yinternal Mentor

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