Cultivating a Legacy of Leadership DevelopmentJenifer DeAtley, U.S. Programs Country DirectorMonica Armendariz, U.S. Programs Manager

In this presentation, we will…

• Share pieces of our work at EngenderHealth and in our community that has supported leadership development.

• Explore differences between performance and potential among team members and how they can and should inform professional and leadership development planning.

• Introduce sample tools and templates for creating leadership development and succession plans in your organization or community.

Who We Are: EngenderHealth

For more than 70 years, EngenderHealth has improved the lives of men, women, and families through work in:• Family planning • Maternal health • STIs, including HIV• Clinical quality improvement• Advocacy and policy• Gender equity

U.S. Programs

Adolescent Health

Teen Pregnancy Prevention

Teen Parenting Support

STI / HIV Prevention

Adolescent Interpersonal

Violence Prevention

Who We Are: Presenters’ Backgrounds

Introductions: Who’s in the Room?

Designing a Leadership Pipeline

Define performance and potential.

Define your talent.

Meet with leadership or management

team to review.

Create professional development

and leadership succession

plans.

Define Performance & Potential

High performers vs. High potentials

Photo by Japheth Mast on Unsplash

Define Performance & Potential

• High-performers give immediate return on investment, with estimates averaging from more than 50% additional value, to as much as a 100% increase in productivity over average performers.

• High-potentials are typically defined as those demonstrating high-level contributions, organizational values, potential to move up to an identified position within a given timeframe, and potential to assume greater responsibility. – For example, some organizations operationally define high-potential

employees as those who are able to assume greater responsibilities within the next 2 years and who exhibit a history of high-performance and leadership potentials; also may be defined as employees who are able to advance two leadership levels within 4-8 years and who score well on various assessment criteria.

Define Performance & Potential: Talent Matrix

Nine Box Talent Matrix: employee-performance.com

Define Performance & Potential: Surveys & Scores• Performance scores may be easier to collect, gauging potential can be more

difficult. You will need to determine what it important for your organization, team, and projects.

• Build a survey that asks key questions related to an employee’s character, capability, performance and motivation.

• For each set of assessments, assign a scoring system (r.e. yes = 1, no = 0, or a Likert scale of 1 to 5).

• Set thresholds for performance and potential scores to determine where they fall on the matrix.

Define Your Talent

Photo by rawpixel.com on Unsplash

Define Your Talent

What are some other tools you have or might use to analyze an employee’s

performance or potential?

Define Your Talent

Performance and potential data can be gathered from sources like:

360° reviews self-assessments

performance reviews

career planning surveys

Define Your Talent

Using the results from your assessment tool(s), complete your Nine-Box.

Define Your Talent

Thinking about who is currently on your team and your role in leadership development, jot down some preliminary thoughts and

notes in a draft Talent Matrix for your team/organization.

Consider: Where do you see yourself on this matrix?

Review with Leadership/Mgmt Team

Photo by Breather on Unsplash

Review with Leadership/Mgmt Team A

spira

tion

• Assess for aspiration and critical career management behaviors to understand if an employee will rise to a senior and more challenging position and turn that motivation into career success.

Abi

lity • Assess for

future managerial and leadership ability to know whether the employee has the competencies required for success in more senior and challenging roles.

Eng

agem

ent • Evaluate

engagement to know whether the employee is committed to the organization and sees the organization as the best place to realize their career goals.

Determining fit and potential early on: These components, coupled with consideration of the organizational values, can also be assessed during the interview process when determining fit before bringing someone on.

Create Professional Development & Leadership Succession Plans

Create Professional Development & Leadership Succession Plans

• Create professional development plans for each of your employees based on where they sit on the matrix, and a leadership succession plan for your high potentials.

• Consider the role that community leadership development can play in further strengthening, motivating and engaging team members.

• Identify stretch roles to engage and recognize high potential employees. These roles should reinforce aspiration, ability, and engagement; and be challenging and apply their potential.

Making the Case for Community Engagement in Developing Leadership

Making the Case for Community Engagement in Developing Leadership

• Supports and nurtures networking and relationships among other peers and thought leaders, including a connection to the field, cause or bigger picture.

• Provides free or low-cost opportunities for training, mentorship and coaching outside of the organization.

• Encourages linkages to shared resources, best practices and innovative work.

• Strengthens and creates partnerships and job/volunteer pipelines.

Building Your Toolkit

Master Goal Guidehttp://www.creative-executive.com/master-goal-guide/

Values Assessmenthttp://www.creative-executive.com/values-assessment/

Career Path Planhttp://www.creative-executive.com/career-path-plan/

Nine Box Talent Matrix http://www.employee-performance.com/

MindToolshttps://www.mindtools.com/

**Others available upon request**

Questions?

Closing Thoughts

Photo by Chetan Menaria on Unsplash

Please contact us for any support or information:

usprograms@engenderhealth.org