High Impact Executive Development - Rick Helliwell
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Transcript of High Impact Executive Development - Rick Helliwell
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Insight into the most effective executive leadership development programmes
Dubai International Summit: 7 – 8 September 2015 – Rick Helliwell
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Saying you need effective executive leadership is like saying that you have to make a profit to stay in business.
McKinsey research has consistently shown that effective leadership is a critical part of organisational health and is a driver of shareholder returns.
LEADERSHIP CAPABILITY
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Leadership Research Studies
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ROI• Relevant, impactful and reinforceable• Supported from the top. • Consistent with values and behaviours• Measurable, linked to business results
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50% more revenue
80% more profit
Corporate Leadership Council Top-tier leadership teams deliver
significantly better financial results
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Bloomberg Business-Week/Hay Group
The top 20 businesses for leadership acumen (blue) significantly outperformed the S&P 500 (green).
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So, where should the focus be in executive
leadership development
?
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-Solve problems effectively - make good decisions
McKinsey Global Research – 2015 189,000 people in 81 organisations globally
High-quality leadership teams displayed 4 key behaviours
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-Operate with a strong results orientation
McKinsey Global Research – 2015High-quality leadership teams displayed 4 key behaviours
-Solve problems effectively - make good decisions
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-Solve problems effectively - make good decisions
-Operate with a strong results orientation
-Seek different perspectives & encourage employees to contribute ideas to improve performance
McKinsey Global Research – 2015
High-quality leadership teams displayed 4 key behaviours
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-Solve problems effectively - make good decisions
-Operate with a strong results orientation
-Seek different perspectives & encourage employees to contribute ideas that could improve performance
-Support others with empathy, authenticity, building trust & inspiring colleagues
McKinsey Global Research – 2015
High-quality leadership teams displayed 4 key behaviours
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Leading in an increasingly complex business world
September 2011
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Embracing a VUCA world
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Less than 10% of those assessed had the appropriate strategic capabilities to
successfully lead through complexity
2015 Research Harthill Consulting/PWC 6,000 executives globally across business sectors
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Executives must also understand technology & social media
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Top tier leaders today seek different perspectives & are good
collaborators and networkers
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Corporate Executive Board Research 2015
(71%) surveyed believe their leaders will not adapt to major shifts in the market or economic environment. The reason being they are unable to collaborate effectively.
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Corporate Executive Board Research 2015
(71%) surveyed believe their leaders will not adapt to major shifts in the market or economic environment. The reason being they are unable to collaborate effectively.
The inability of leaders to collaborate results in organisations growing at slower rates, being less profitable and also less innovative.
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Benefits of collaborative leadership
Combined Intelligence, Shared Experience More Creativity, Builds Trust and
Better Faster Decisions
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Collaboration builds Trust Leaders build networks and confidence
in others and others build confidence in them.
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Collaboration builds Trust Leaders build networks and confidence in others and others build confidence in them.
Through trust and credibility leaders can obtain business advice and inputs quicker and can as a result make better and faster decisions.
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PWC’s Global Generational Study 2013 Millennials place high priority on workplace culture and teamwork & a sense of community.
88% Prefer collaboration over competition
Millennial leaders want to collaborate and be inspired
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Millennial leaders want to collaborate and be inspired
Millennials also seek greater purpose in their work
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Leaders must be capable of inspiring & engaging their talent
to get the best performance
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Deloitte’s Global Human Capital Trends 3,300 business from 106 countries – 2015 Survey
“Organisations are recognising the need to focus on culture and dramatically improve employee engagement”.
#1 Top trend was Culture & Engagement
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“A strong sense of purpose is also closely linked to positive
organisational performance”
Deloitte’s Core beliefs culture survey
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So
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Neuro-leadershipLeaders emotions and behaviours impact
on the motivation and engagement of their people and on their organisation’s success.
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confirms the impact that engagement has on an employee’s ability to:
Solve problems - Make decisions - Stay cool under pressure - Collaborate with others
and Deal with change.
Neuro-Leadership scientifically
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Self-awareness and Emotional Intelligence
EQLeaders managing their
emotions and the emotions of others have the greatest impact engaging with their
employees
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“Engaged staff contribute more to organisational
success, and apply more
discretionary effort”
Leaders engaging talent delivers business results – so it matters!
Work Trends Survey: 29,338 employees surveyed in 2010 in over 20 countries including the UAE
Top 25% of Organisations
on engagement
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Energising Employees Unlocking discretionary effort
I fit – a sense of belonging I’m clear - clarity and security I’m supported - Encourage & empowerI’m valued - Recognise contributionI’m inspired - Give ‘The Why’ the purpose
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1. Executive development programmes must:
Build agile & commercially savvy leaders who can keep pace with
business complexity and make the right decisions
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2. Executive development programmes must:
Develop great collaborators and networkers who build trust and
credibility
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3. Executive development programmes must:
Grow self-aware EQ leaders capable of inspiring and engaging
their people to get the best performance
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We all know 70% of learning happens in the workplace
Therefore ….. Focus on high-impact business
relevant executive leadership development activities
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Focus on emerging executive talent…….• Understanding financial and business metrics• Learning the drivers of the wider business areas
• Understanding business strategy & decision making• Building business cases & how to lead effective change
• Developing an entrepreneurial commercial mindset• Learning creative solution strategies to business problems
• Understanding how to engage talent & inspire & build trust• Developing collaboration skills & building networks
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Business presentations - challenges, opportunities and market drivers
Growing Business acumen
Collaborative learning given by leaders to
leaders
Developing knowledge of functional and commercial business drivers, metrics, financial and non-financial measures etc...70%
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Connecting senior executives with emerging leadership talent
Engaging and
Growing Talent
Strategy discussion
forums
Building networks, growing strategic thinking & business awareness - giving insights into executive decision making.
70%
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Building capability & innovative solutions through collaborative challenges
Generating innovative solutions
Strategic challenges
‘Workshops’
Emerging leadership meets & collaborates and problem solves, presenting solutions to real business strategic challenges.
.
70%
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Building capability by targeted workplace experiences
Building Experienc
e
Short-term & Structured
Rotations and Secondments
Accelerate learning, break silos, build organisational capability and link to future succession.
70%
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Coaching and Mentoring Initiatives
Internal & External Coaches
Sharing knowledge & wisdom
Build networking with senior executives shared business knowledge and strategic understanding.
20%
EQ self-awareness - people skills
Problem solving in a VUCA world
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Executive Leadership Induction
Start Collaboration, communicate the leadership culture, share knowledge on L&D & Talent management support.
10%
EQ self-awareness - people skills
Problem solving in a VUCA world
Early Networks
Reinforce values and
high potential leadership qualities
EQ self-awareness - people skills
Problem solving in a VUCA world
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Executive leadership workshops
Expert Learning
Cross-functional executive
development workshops
Talent engagement, self-awareness,EQ, global and market trends, technology and business innovation. 10%
EQ self-awareness - people skills
Problem solving in a VUCA world
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Reinforce, Update & ComplementWith bite-sized, on-demand, digital learning resources, social learning -
articles, economic updates etc..
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Takeaways – Executive Programmes
Develop commercial acumen & agility Build collaboration & leadership networks
growing trust and credibility Teach leaders about EQ, & the ‘Why’ &
‘How to’ of talent engagement Engage senior executives Importance of leadership induction Use technology for self-directed &
collaborative learning
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Rick Helliwell