Annual Gathering: 2012 Developing Your Leadership Pipeline

7/29/2019 Annual Gathering: 2012 Developing Your Leadership Pipeline

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Collaborating to accelerate social impact

Building Future LeadersCatholic Charities USA Annual GatheringOctober 1, 2012


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2121001 Developing Future Leaders_CCUSA BridgespanTBG

Opening reflection

What experience(s) or supports have

been most powerful in your owndevelopment as a leader?


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3121001 Developing Future Leaders_CCUSA BridgespanTBG

Five processes drive successful development

Bu i ld cu l tu re tha t suppor t s deve lopment

Deve lop

f u t u r eleaders

Hire leaders

ex te r na l l y asneeded

Mon i t o r and

i m p r o v eprac t i ces

Unders tand

f u t u r eneeds

1 2 4 53

Engage

sen io rleaders


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More detail on the five processes:

Make the business

case for leadershipdevelopment

Set expectations forline managers andhold themaccountable

Build and developthe senior team

Make the most ofavailable HRresources

Engage the boardregularly

Define the critical

leadership capacitiesrequired to achievethe organizationsgoals in the nextthree to five years

Assess the potentialof current staff totake on greaterresponsibility

Establish a Plan A:three-year plan forcritical positions byidentifyingcandidates forfuture openings andtheir developmentneeds

Create talent

champions,managers who areeffective andcommitted toleadershipdevelopment

Create a 70/20/10mix of developmentopportunities (70%

on-the-job stretchopportunities, 20%coaching/mentoring,10% formaltraining)

Co-create and followthrough onindividualizeddevelopment plans

Define key position

requirements, trade-offs you are willingto make

Create opportunitiesfor both theorganization and thecandidate to assesswhether thecandidate is a good

fit for the role andfor the organization

Design an on-boarding processthat supports thenew hirescapabilities andrelationshipdevelopment

Establish clear goals

to guide leadershipdevelopment efforts

Collect data toevaluate progress

Establish check-points to monitorprogress

Refine practices

based on results andany changes tostrategic goals


Deve lopf u t u r e

leaders

H i re leadersex te r na l l y as

needed

Mon i t o r andi m p r o v eprac t i ces

Unders tandf u t u r eneeds

1 2 4 53

Engagesen io r

leaders

Source: Plan A: How Successful Nonprofit s Develop Fut ure Leaders, available at www.bridgespan.org
http://www.bridgespan.org/Publications-and-Tools/Career-Professional-Development/Develop-My-Staff/Plan-A-How-Successful-Nonprofits-Develop-Leaders.aspxhttp://www.bridgespan.org/Publications-and-Tools/Career-Professional-Development/Develop-My-Staff/Plan-A-How-Successful-Nonprofits-Develop-Leaders.aspx





Deve lop

f u t u r eleaders

Hi re leaders


Mon i t o r and


Unders tand

f u t u r eneeds

1 2 4 53

Engage

sen io rleaders



Question for discussion: Future leadership needs

Looking 3-5 years out, how will your

organizations future leadership needs(work behaviors, capabilities, roles)change from todays?


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Poo rPer fo rmer

GoodPer fo rmer

S t r o n gPer fo rmer

Traditional discussions of people tend to focus onlevels of performance how good they are today

PERFORMANCE HIGHLOW

Source: Kemp & Watson


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A performance-potential matrix helps inform whom wefocus on developing and what investment looks like

PERFORMANCE HIGHLOW

POTENTIA

L

LOW

HIG

H

N u g g e t

D i l e m m a

Chron icUnder -

p e r f o r m e r

Deve lop ingStar

S t r o n gPlayer

Safe Hands

Supe r S ta r

Today sStar

Re l i ab lePro fess iona l

Source: Kemp & Watson



Question for discussion: Assessing current potential

Place two of your direct reports on theperformance-potential matrix

Then identify what experiences mightbest support their development

- Keep in mind the 70/20/10 ratio


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1 0121001 Developing Future Leaders_CCUSA BridgespanTBG



Deve lop

f u t u r eleaders

Hi re leaders


Mon i t o r and


Unders tand

f u t u r eneeds

1 2 4 53

Engage

sen io rleaders


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Some data on managers

Ta len t Managem ent C o m m i t m e n t

Low

High St r i v e rs Ta len t Cham pion s

Talen t Re jec te r s The Ha l f -Hear t ed

L o w H ig h

Ta len t Managem ent Ef fect iveness

Source: CLC Human Resources, CLC Talent Management Effectiveness Survey, Corporate Executive Board

4 2 %

3 1 % 8 %

1 9 %


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Question for discussion: Developing future leaders

What actions could you take to maximize

the number of talent champions in yourorganization?


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Closing reflection

What are your key takeaways abouthow to improve leadership developmentin your organization?

And who will you share your insightswith to get the support you need?


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Thank you to our funders

We would like to thank Omidyar Network,the David and Lucile Packard Foundation,and the Deerbrook Charitable Trust for their generous support

in developing this research.


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Collaborating with leaders to accelerate breakthrough social impact

If you have any additional questions, feel free to contactPreeta .Nayak@Br idgespan.org

To jumpstart your teams conversations about leadership development, takeBridgespans Leadership Diagnostic Survey atwww.bridgespan.org/LeadershipDiagnostic

And download Plan A: How Successful Organizations Develop Future Leaders

at www.bridgespan.org

Updates on our leadership development work will be available via our newsletters. Tosign up, visit: www.bridgespan.org/subscriptions
http://www.bridgespan.org/LeadershipDiagnostichttp://www.bridgespan.org/Publications-and-Tools/Career-Professional-Development/Develop-My-Staff/Plan-A-How-Successful-Nonprofits-Develop-Leaders.aspxhttp://www.bridgespan.org/Publications-and-Tools/Career-Professional-Development/Develop-My-Staff/Plan-A-How-Successful-Nonprofits-Develop-Leaders.aspxhttp://www.bridgespan.org/LeadershipDiagnostic

Annual Gathering: 2012 Developing Your Leadership Pipeline

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