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Transcript of Tomorrow’s engineering leaders - Korn Ferryinfokf.kornferry.com/rs/494-VUC-482/images/Tomorrow's...
Tomorrow’s engineering leaders
Selecting and developing yourfuture leaders
© 2016 Korn Ferry. All rights reserved 2
Welcome
Tim Shaw
Principal & EMEA Leader, Infrastructure,
Construction & Services
Korn Ferry Executive Search
Paul Lambert
Senior Client Partner, Industrials Market
Korn Ferry Hay Group
Drew Hill
Managing Principal, Industrials Market
Korn Ferry Hay Group
© 2016 Korn Ferry. All rights reserved 3
Welcome to Tomorrow’s Engineering Workforce:A three-part webinar series
Today’s webinar:
How to select and develop future leaders whose qualities go beyond technical
proficiency to align, engage and enable the workforce
Coming up:
13 December: What steps can leaders take to bridge the gap between
engineering and project delivery functions for greater project impact
Previously
Today we’ll cover how to attract, retain and engage the right engineering
workforce now and for the future
Past webinar recordings
© 2016 Korn Ferry. All rights reserved 4
1 NEW CHAPTER, NEW CHALLENGES
2THREE WAYS TO PREPARE FOR THE
FUTURE
3KEY QUESTIONS FOR YOUR
ORGANISATION
4 YOUR QUESTIONS
5 GET IN TOUCH
What we will cover
New chapter,
new
challenges
© 2016 Korn Ferry. All rights reserved 6
The Industrials Market is shifting rapidly
The market has shifted in many ways:
Towards collaboration /
partnership / joint ventures
Global / cross-cultural
working increasingly
the norm
Market and commercial
awareness is important in
decision making
© 2016 Korn Ferry. All rights reserved 7
The Technical Environment requires new knowledge and solutions thinking
The technical environment has also shifted in many ways:
Integrating innovation
and digital / automationFocus on delivering whole
systems engineering
solutions and capability to
clients
Need for continuous
learning about
technological advance
and its impact
© 2016 Korn Ferry. All rights reserved 8
“Engineers tend to be very technically focused.
The business needs them to mix this with a
commercial outlook and customer-centric
mindset.”
Chief Operating Officer
Rolls-Royce Nuclear
All of this requires a new type of Industrial Leader ….
Three ways to prepare for the future
© 2016 Korn Ferry. All rights reserved 10
Three ways to prepare for the future
Leaders in engineering, and those whose job it is to identify and develop them, face a fresh set of
challenges as the industry evolves. We've identified three areas where new industry conditions, require a
new set of answers.
A changing world requires
new leadership
1
Developing great leaders
takes time
3
The potential is there, but
are we spotting it?
2
© 2016 Korn Ferry. All rights reserved 11
1. A changing world requires new leadership
Things to consider as we look deeper
What sort of leaders will best deliver
on the long term strategy and how
will you select and develop them?
Understand which leadership roles
are critical to your organization and
make sure you have a clear
succession and development plan in
place.
In light of these shifts in both the market and technical
environment, a new shape of leadership is emerging.
The new breed of leader:
Adopts a truly global, cross-cultural view of the
operating environment
Builds strategic partnerships and collaborates with
clients and colleagues
Focuses on commercially viable, customer
solutions that are enabled by advances in digital
(and other technology)
© 2016 Korn Ferry. All rights reserved 12
What makes an effective leader – who they are and what they do …
Competencies Experiences
WHAT THE LEADER
HAS DONE
Traits Drivers
WHO THE LEADER
IS
Evaluated primarily through Interview
Evaluated primarily through diagnostics
Skills and behaviours
required for success that
can be observed
FOR EXAMPLE
Systems engineering,
Strategic thinking, Managing
complexity, Driving results,
Effective team building
Assignments or roles that
prepare a person for
future roles
FOR EXAMPLE
Functional experience,
P&L responsibilities, Business
growth,
Turnarounds, M&A
Global experience
Interactions, aptitudes and
natural tendencies a
person leans toward,
including personality traits
and intellectual capacity
FOR EXAMPLE
Openness to differences,
Resilience, Adaptability, Risk
taking
Values and interests that
influence a person’s
career path, motivation
and engagement
FOR EXAMPLE
Challenge, Achievement,
Creativity, Status,
Structure/security,
Collaboration/community
© 2016 Korn Ferry. All rights reserved 13
What makes the difference?
Traits
Adaptability, Risk Taking, Tolerance of Ambiguity, Curiosity, Need for Achievement. Affiliation, Influence, Persistence
Drivers
Challenge, Independence, Collaboration
Competences
Behavioural – Persuades, Global Perspective, Strategic Vision, Innovation, Aligns Execution, Engages and Inspires, Develops Talent, Nimble Learning
Technical – more environmentally specific
Source: KF Analytics Database
© 2016 Korn Ferry. All rights reserved 14
More collaborative, visionary, supportive leadership styles
We identify 6 styles of leadership:
− Directive (“Command and Control”)
− Visionary (“Picture of Future”)
− Affiliative (“Know the People”)
− Participative (“Democratic”)
− Pacesetting (“Follow My Example”)
− Coaching (“How are you getting on?”
Our research shows the importance of being able
to use broader / full range of leadership styles
It also demonstrates the sustainable value from
long term leadership styles
Measurable using our styles and climate
diagnostics
Broader, more collaborative leadership profiles
© 2016 Korn Ferry. All rights reserved 15
Case study:
Co-developed global competency framework for a major aerospace and defence firm.
The framework sets out standards for how leaders and managers across the business should enable the company to deliver its strategy.
It enables company to assess the capabilities and potential of the clients leaders against a company specified KPI.
Based on this analysis, successors for firm’s leaders are identified – by building on strengths and addressing development needs.
Case study: Leadership development in changing times
“We now have a clear process to help us ensure that we have
visibility of the leadership pipeline. This process is amongst the best
I have seen in my experience as a board member.”
Chairman, Global aerospace and defense business
© 2016 Korn Ferry. All rights reserved 16
2. The potential is there but are we spotting it?
Some things to consider:
When identifying and developing
engineering leaders, examine non-
business leadership ability as
carefully as their technical ability.
How effective are they at engaging,
interacting partnering with and
managing people?
Potential includes:
Learning Agility - the ability to build on past experience and
learn rapidly.
Right drivers – motivation to tackle larger challenges and
commitment to organisation
Self-awareness – strengths, weaknesses and derailers
Building on existing competences
Engineering leaders have traditionally led from the front, with a focus on operational delivery and modelling
success for their teams. Today’s leaders need to be more strategic, skill agnostic and focused in their
leadership and development of others. The key is to spot potential early.
© 2016 Korn Ferry. All rights reserved 17
Case Study - Benchmarking Rail Leader Capability
Rail Leader
Standard
1
Psychometric
Assessment of
Leadership Potential
• Learning
Agility
• Decision
Styles
4
Feedback
2
Leadership Interview
To benchmark behaviours
Market Interview
3
To benchmark experience
against the market place
Our assessment approach is anchored in your strategy, benchmarked against global industry research
and provides the basis for understanding future talent needs across Rail Business.
© 2016 Korn Ferry. All rights reserved 18
Learning Agility – what is it?
Those with greater learning agility are more successful after
they are promoted than others
Learning agility is a much stronger predictor of performance
than IQ or key personality factors
Research demonstrates that:
Learning Agility is the ability to learn from experience, and subsequently apply that learning to perform
successfully under first-time, highly complex and ambiguous conditions.
An online, self-assessed method of measuring 5
factors of Learning Agility using 116 questions
covering bio data, personality and behaviour, and
situational judgement. Takes 25-30mins to complete.
© 2016 Korn Ferry. All rights reserved 19
Decision Styles™
Successful engineering leaders have markedly different leadership and thinking styles
Managers DirectorsSupervisors
Action/
Focused Flexible
Complex
Creative
Thinking Styles
1
5
6
2
3
4
7
2
3
4
5
6
7
1
Ambiguity
Composure
Empathy
Energy
Emotional Competencies
HumilityConfidence
Leadership Style
31
%
Task/
Focused Social
Intellectual
Team
Leadership Styles
5
6
1
2
3
4
7
“The observed patterns
come as close to statistical
fact as we have ever seen”
(Harvard Business Review).
1. Data on over 1m executives across industries, functions and levels
2. 120,000 executives in Transport, Rail and Infrastructure divided into 5 management
levels
3. Identified top 20% performers based on earnings, organisation size and speed of
career progression
© 2016 Korn Ferry. All rights reserved 20
3. Developing great leaders takes time
Things to consider: Spot potential leaders as early as
possible.
Highlight career development paths that
will support technical, programme and
business leaders
Allow specialists and generalists to thrive
Ensure your junior engineers participate
in broad leadership, business and
technical development activities.
Our experience shows that consideration of leadership
potential is often left too late.
Unsurprisingly, this has a negative impact on both the
individual and the organization. This can lead to senior
engineering / industrial leaders failing to meet their
increasing leadership responsibilities.
It can also lead to organisations failing to thrive in a fast
changing market.
© 2016 Korn Ferry. All rights reserved 21
Describing career progression with CPD – Charlie
Role Family
Cluster
Role Family Systems
Engineering
Project
Engineering
Systems Specialist
Engineering
Civil
Construction
Engineering
Electronic
Construction
Engineering
Electrical and
Mechanical
Construction
Engineering
Role Family Type
Level
Technical/
Managerial
Technical/
Managerial
Technical Technical
(Branch)
Managerial
(Branch)
Technical
(Branch)
Managerial
(Branch)
Technical
(Branch)
Managerial
(Branch)
Technical
(Branch)
Managerial
(Branch)
Technical/
Managerial
Technical/
Managerial
Technical/
Managerial
G
F
Head of
Engineering
Profession / SEM
PEM
Head of
Engineering
Profession
Design
Engineering
Lead
Head of
Engineering
Profession
Design
Engineering
Lead
Head of
Engineering
Profession
Design
Engineering
Lead
Head of
Engineering
Profession
Design
Engineering
Lead
Head of
Engineering
Construction
Head of
Engineering
Construction
Head of
Engineering
Construction
EPrincipal
EngineerPrincipal Engineer Principal Engineer
Principal
Engineer
Design
Engineering
Manager
Principal
Engineer
Design
Engineering
Manager
Principal
Engineer
Design
Engineering
Manager
Principal
Engineer
Design
Engineering
Manager
Principal
Engineer/
Manager
Principal
Engineer/
Manager
Principal
Engineer/
Manager
D Senior Engineer Senior Engineer Senior EngineerSenior
EngineerTeam Leader
Senior
EngineerTeam Leader
Senior
EngineerTeam Leader
Senior
EngineerTeam Leader
Senior
Engineer/ Team
Leader
Senior
Engineer/ Team
Leader
Senior
Engineer/ Team
Leader
C Engineer Engineer Engineer Engineer Engineer/TIC Engineer/TIC
BAssistant
Engineer
Assistant
EngineerAssistant Engineer
Assistant
Engineer/Senior
Inspector
Assistant
Engineer/Senior
Tester
Assistant
Engineer/Senior
Tester
AWorks
Inspector
Works
Inspector
Works
Inspector
Graduates & Apprentices
Engineer
Assistant Engineer
Technician Engineer
Engineer
Assistant Engineer
Technician Engineer
Engineer
Assistant Engineer
Technician Engineer
Engineer
Assistant Engineer
Technician Engineer
Head of Engineering
Systems and Project Engineering (3) Design Engineering and Management (4) Construction Engineering (3)
Civil Engineering Electronic Engineering Electrical & Mechanical
Engineering
Architecture
Charlie
Role: Design Engineering
Manager
Career Path from technician
Progresses from
team leader to
manager level
Decides to pursue
an engineering
management focus
Entry through
technician
scheme
After initial training,
moves on technical
design engineering
path
© 2016 Korn Ferry. All rights reserved 22
Case study:
Large transport engineering firm
Challenge: Lack of mobility, career progression and resource sharing across several thousand engineers.
Solution: Developing a shared career framework. Online assessment platform helped managers make decisions, supplemented with career guide providing staff with a clear professional development path.
Case study: Professional development journeys
Key Questions
© 2016 Korn Ferry. All rights reserved 24
Your future leadership – questions to consider?
1. How well do we understand what makes a good
leader in your organisation (today and tomorrow)?
How can we make this clearer?
2. How do we spot potential? How early?
3. Do we recognise the differences between current
performance and future potential?
4. How well do we highlight leadership career paths in
your organisation?
5. Do we show opportunities for all – technical,
programme and business leaders?
6. How do we develop breadth and depth by, for
example, rotating them across the business to
broaden their perspective and experience?
7. What should we prioritise?
Questions?
© 2016 Korn Ferry. All rights reserved 26
Find out more
We have published a set of viewpoints and a research report to go with this series of
webinars. We will send you these reports after each webinar.
Three engineering workforce viewpoints The Gathering Storm research report
15 senior leader
interviews
100+ survey
responses
© 2016 Korn Ferry. All rights reserved 27
Get In Touch
Tim Shaw
Principal & EMEA Leader, Infrastructure,
Construction & Services
Korn Ferry Executive Search
Paul Lambert
Senior Client Partner, Industrials Market
Korn Ferry Hay Group
Drew Hill
Managing Principal, Industrials Market
Korn Ferry Hay Group
Thank you