do you know who your next ceo is

Do You Know Who Your Next CEO Is?

1

Do You Know Who Your Next

CEO Is? Developing Leaders With 20/20 Vision

Do You Know Who Your Next CEO Is? May 2, 2006 By Sumeet Varghese Sponsored by Lominger


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DO YOU KNOW WHO YOUR NEXT CEO IS? DEVELOP ING LEADERS WITH 20 /20 V IS ION

EXECUTIVE SUMMARY Theres a pressing need today to develop and groom the

next generation of leaders. The impending departure of

millions of Baby Boomers from the U.S. workforce

coupled with the intensifying global competition for

talent will leave organizations without a leadership

succession plan at a severe competitive disadvantage.

Just as athletes strive to break records at the Olympics

by years of advance training, smart companies are

investing now in developing future leaders. This requires

identifying the organizations talent potential and

developing the talent competencies the organization

needs to achieve business success. What are the specific

skill sets desired of potential leaders? How can

companies do the best job of talent development? What

makes some better at it than their competitors? What are

the major trends in developing current and future

leaders? This paper will address these questions and look at:

Developing leaders for times of change Action principles from research on trends and best practices

The special challenges of identifying and developing rising stars There are several compelling reasons to believe that

many organizations are heading for a leadership crisis,

warns Dr. Robert Fulmer, Academic Director for Duke

Corporate Education. The following demographic and

cultural trends are indicative of what he calls the

emerging Perfect Storm for Human Resource

professionals charged with leadership development:

Departure of a Generation of Leaders

The potential wave of retirements in the next

five to ten years, led by the Baby Boomers,

should be of immediate concern. Born

between 1946 and 1964, many will turn 65 in

just five years but over the next 20 to 25

years, about 80 million will retire.

From Boom to Bust The generation that follows the Boomers has

20-25% fewer people which means they will

not be able to fill all vacant leadership

positions.

Decline of Employee Loyalty and Commitment

According to the National Guidance Research

Forum, the present generation is expected to

change jobs have about 15 times during the

course of their careers.

Loss of Knowledge Capital More retirements and high turnover rates

translate into loss of knowledge capital.

Increasing Technical and Global Complexity

Globalization and spread of technology has

made it impossible to conceive of leadership

talent in non-technical and non-global terms.

EFFECTIVE LEADERS DELIVER SOLID RESULTS Theres little doubt that leadership development

correlates to improved business success. Yet a poll

conducted by the Human Capital Institute (HCI)

during a May 2, 2006 webcast on leadership

development found that 56% of respondents

reported they were only somewhat satisfied with

top managements involvement in leadership

development. Almost 34% of respondents found

managements involvement not at all

satisfactory. The following studies further

establish the connection between leadership

bench strength and financial performance: Organizations with strong leadership bench strength have approximately 10% higher total


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shareholder return than their weaker peers (Corporate

Leadership Council, 2003)

Companies with above average financial returns have more comprehensive succession planning processes

and are committed to developing future leaders (Hewitt,

2005)

Employees with strong leaders are more satisfied, engaged, and loyal than employees with weak leaders

(DDI, 2003)

A conscious partnership between line execs and HR drives strategic leadership success (APQC 2005)

Educational investments at the senior level appear to be linked with greater profitability (IBM, 2005)

While there are several strategic steps organizations can

consider for leadership development, Fulmer picks the

following five he finds to be most effective1 in

articulating a comprehensive leadership strategy: 1. Start with the top

2. Directly link to the business to deliver results

3. Build an integrated leadership strategy

4. Provide consistency in the execution of leadership

programs and practices

5. Hold leaders accountable for results 1: START WITH THE TOP C-level commitment and passion for leadership

development is absolutely essential. Senior management

can be engaged as champions, role models, and faculty.

Fulmer provides six examples of people he feels

demonstrate excellent C-level commitment to leadership

succession planning. JIM OWENS, CATERPILLAR The Chairman and Chief Executive Officer of Caterpillar

Inc. believes in listening to people as part of his Vision

2020 strategy. High potential participants are asked

1. Adapted from: Duke Corporate Education, Leadership Strategy Project (2005); Hewitt, The Top 20 Companies for Leaders US (2005); ExecSight, Current Challenges in Leadership Development (2004); Growing Your Companys Leaders, 2004

what the strategy of the firm should be in 2020.

Their responses are shared with the corporate

strategy standing committee and disseminated

throughout the organization. One of the key

points that participants obtain from this exercise

is that leaders can be teachers and can infuse that

spirit throughout the organization. MICHAEL DELL, DELL The Chairman of the Dell board also served as a

role model CEO. He was open to change, and

solicited inputs from his peers and subordinates to

improve. This openness is part of Dells corporate

culture. STEPHEN SANGER, GENERAL MILLS As Chairman of the Board and CEO, Sanger

understood the importance of listening and

learning very early. By getting feedback on

himself from co-workers, he modeled a sense of

personal development and ultimately credited

them for his improvement. This attitude was

transferred to all levels of the company. JACK WELCH, GENERAL ELECTRIC The Ex-CEO of General Electric was personally

committed to increasing bench strength and knew

the cost of not developing talent. His

commitment was manifested in a corporate-wide

development program. J. P. GARNIER, GLAXO SMITHKLINE As CEO, Garniers involvement with high potential

leaders and development programs is exemplary

and ongoing. ED ZANDER, MOTOROLA The Chairman and CEO, Zander is known for his

commitment to teaching and learning, and his


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passion is reflected in the companys leadership

development planning. 2: DIRECTLY LINK TO THE BUSINESS TO DELIVER RESULTS Support from top management, says Fulmer, comes

only when human resource development efforts are

directly linked to the business and the results they are

associated with. Leadership development practices have

to be aligned with business strategy and priorities so

that investment in leadership training and education

reflects a positive ROI. By tying HR practices targeted at

developing leadership talent to financial growth, talent

managers will be able to demonstrate value in business

terms and develop metrics that reflect business goals. According to Fulmer, the best organizations have

programs that link active learning and leadership

development to produce positive business results. Fulmer

chooses the following as notable examples of action

learning: IBM ACT PROGRAM International Business Machines Corporation launched

its Accelerate Change Together" business strategy

initiatives to bring about performance improvement in

the company and related changes in its culture and

capabilities. After 400 ACT sessions, results were seen

and felt not only in terms of revenue growth and

increased market share but also across the organizational

culture spectrum through stronger leadership ability,

better employee understanding, quicker problem solving

and faster execution.

GE WORK-OUT GEs Work-Out process, launched in 1988, was designed

to improve productivity and efficiency. At the outset, the

task plan was to identify and weed out unnecessary

processes. It involved people from all sides of the process

like design, marketing, production, sales, etc. Work-Out

required participants were expected to share change

ideas with their bosses and make appropriate

recommendations. Team proposals had to be

accepted or rejected on the spot and in case

additional time was needed to carefully consider

the proposal, both parties would mutually agree

to an extended period of time to arrive at a

decision. The exercise attracted excellent

employee participation with about 20,000

participating every week and demonstrated to the

employees that GE leadership would listen to what

the workers said.

3: BUILD AN INTEGRATED LEADERSHIP STRATEGY Dr. Fulmer believes leadership development

cannot be a stand-alone structure. In order to

recoup leadership investments, leadership efforts

must include a compelling vision of integrated

development, leadership and corporate strategies.

Leadership development, in particular, must be

presented as a strong business case, says Fulmer,

intertwining leadership strategy and a mosaic of

targeted programs and development solutions

designed for maximum impact. A common misperception linked with leadership

development, says Fulmer is that leaders will act

if they understand, the package. The trouble is

there might well be a rift between knowing and

doing. Buzz words and program packaging

alone cannot drive leadership development; a

clearly integrated effort tied to business goals is

essential. 4: PROVIDE CONSISTENCY IN THE EXECUTION OF LEADERSHIP PROGRAMS AND PRACTICES Leadership development initiatives need

consistency to improve organizational reception

and drive cultural and strategic change. Customize

solutions for business units to win strong senior

management buyin. Leverage key career


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transition points for leaders into teachable moments at

every step of the process. 5: HOLD LEADERS AND OTHER STAKEHOLDERS ACCOUNTABLE FOR RESULTS Leaders should be held accountable for both

development and business results, observes Fulmer.

They should also be responsible for differentiating and

actively managing the development of high potential

talent. But its not just leaders who have a stake in

development efforts. In an article titled Leadership Is a

Contact Sport,2 co-authored by Marshall Goldsmith and

Howard Morgan, the authors argue that leadership

development should be driven with the support of key

co-workers. With the help of mini-survey responses

collected from 86,000 respondents in eight major

corporations, (12,000 outside the U.S.), Goldsmith and

Morgan found that increased leadership effectiveness

was determined not only by the participants in the

development effort but by pre-selected key co-worker

stakeholders. Undoubtedly, a business case for leadership development

rests on the perceived and real ability of development

programs to generate business value. All of Hewitts Top

20 Companies have3: Leader development strategies that are closely linked to their business strategies

Strategies for selecting, developing and rewarding leaders, most of which are anchored by a lean

competency model so that excessive executive time is

not taken up. LEADERSHIP DEVELOPMENT ACTIVITIES Job assignments are still the greatest source of

leadership development activities, followed by

2. See Leadership is a Contact Sport at http://www.marshallgoldsmith.com/articles/article.asp?a_id=6&p_id=2 3. See The Top 20 Companies for Leaders US 2005, Hewitt

customized programs and executive coaching (see

Figure 1, below). Executive coaching is a preferred option for Dr.

Marshall Goldsmith, who suggests organizations

should keep in mind a few key points before

implementing a coaching model:

Dont use a cookie cutter-approach - there is no perfect model for executive coaching

Since different coaches have different skills, match the needs of the client to the skills of the

coach

Set clear performance expectations If possible, pay for results, not activities

Figure 1

JOB ASSIGNMENTS COMPARED TO OTHER LEADERSHIP DEVELOPMENT METHODS4

According to Fulmer and Goldsmith, companies5

that have the best leadership development

programs follow successful strategies that include: z A high profile Talent Management Conference that links strategy and talent

development

4. See Executive Development Trends 2004, EDA Inc. 5. See Neisendorf & Saslow 2006; The Top 20 Companies for Leaders US 2005, Hewitt; ExecSight: Current Challenges in Leadership Development, October 2004; Corporate Leadership Council: Global Leadership Development Programs, 2004; Next Generation HR Practices, APQC 2005


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z A curriculum of education/action learning for key transition points

z Coach Senior Execs to practice teaching as leading z Ask the Board to meet and assess rising stars z A comprehensive plan for accelerating development z Align and link talent development and other HR initiatives However, as organizations evolve over time, executive

development program priorities are bound to change or

get reshuffled. According to an Executive Development

Associates, Inc. survey, key objectives of executive

development activities in the next two to three years will

be6: Figure 2

The online poll conducted by the Human Capital

Institute, referred to previously, had a high degree of

correlation with the EDA survey findings:

6. See Executive Development Trends, 2004, EDA Inc.

Table 17

Executive Development Activities

Percentage

Ensure bench strength/replacement for key jobs

79

Accelerate development of high potentials

62

Communicate vision and strategy to create alignment

61

Support organizational change and transformation

56

Develop capabilities of individual leaders

53

Address key business issues/challenges

48

EFFECTIVE DEVELOPMENT PRACTICES IDENTIFY POTENTIAL FUTURE LEADERS Developing leadership involves identifying high

potential employees and defining key leadership

attributes. There are many more core attributes

that we need to be looking for beyond the

technical, industrial experience, says Lauryn

Franzoni, Managing Director and Executive

Director of ExecuNet. At times, we may have to

assess their risk tolerance or integrity and

judgment. While it is reasonable to expect high

potentials to leverage development initiatives

when given the opportunity, most companies still

worry about identifying and helping such talent.

According to Fulmer and Goldsmith: 46% of companies have no formal process for identifying and developing candidates for key

leadership positions

Half the candidates selected internally for leadership positions fail when there is no

succession management system Accordingly, they recommend employing the

following succession management practices8:

7 ibid 5


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z A time frame for achieving planned development actions

z Flexibility to change in response to changing strategic business plans

z Sharing of information with candidates involved in succession planning

z Visible support by senior management z Line leaders involved in identifying and developing succession candidates

Dr. Patrick Pinto, Founder of Pinto Consulting Group,

says the key trend today is to identify leaders with agile

learner skills. Since the future is changing at an

increasingly rapid pace, talent with learning agility have

a greater chance to play a more successful role in it. The

multiple tasks involved in identifying, tracking and

developing high potentials over time in an organization

requires not only concerted thought and effort but also

constant supervision. The Human Capital Institute poll

cited earlier asked webcast participants about prevailing

practices at their organizations targeted at high

potentials. Incidentally, the results coincided with

established findings in the area. Table 29

Question Percentage Yes No

Do you identify high potentials?

75 24

Do you review high potentials progress with the Board?

41 58

Do you tell high potentials of their selection?

37 62

Do you track high potentials turnover?

48 51

While a majority of the HCI poll respondents believe

informing high potentials of their status is problematic

8 See Leadership Forecast: A Benchmarking Study 2003; DDI; Growing Your Companys Leaders, 2004 9 ibid 5

lest such talent develop an entitlement attitude,

this is not standard practice. According to

Goldsmith, the best companies identify high

potential players, let them know it, have specific

programs for their development, and are willing to

take a risk on their future development. 10 Figure 3

Development of high potentials also follows a

similar pattern in the same organizations, as

Figure 4 illustrates: Figure 4

TECHNIQUES USED TO DEVELOP HIGH POTENTIALS11

Almost 90% of those polled in a 2005 Hewitt

survey preferred a combination of techniques

rather than just one. The HCI poll of May 2 on

the same subject showed a greater variation in

respondents choice of techniques:

10. See The Top 20 Companies for Leaders US 2005, Hewitt 11. ibid


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Table 3

Techniques utilized for high potentials

Percentage

Developmental (stretch) assignments

40

Educational initiatives (anointment program)

21

Mentor/coach (with multi-rater feedback)

21

Additional exposure to Board or Senior Execs

15

According to Goldsmith and Fulmer, top firms also link

compensation to a leaders future potential. In such

organizations leader competencies are invariably tied to

succession planning and reward systems. See Figure 5: Figure 5

ANCHOR LEADERSHIP DEVELOPMENT MODEL TO PERFORMANCE AND REWARD SYSTEMS 12

3009.12.05.WachoviaLeadershipBenchmarkingv1

Best Practice Firms Anchor Their Leadership Development With A LeanCompetency Model Tied to Performance and Reward Systems

31%23%

100%

60% 60% 65%78%

30%

0%

20%

40%

60%

80%

100%

120%

SuccessionPlanning

Base Pay AnnualIncentive

Long TermIncentive

Non Top Com pan ies

Top Companies

Leader competencies are integrated into:

Source: The Top 20 Companies for Leaders US 2005; Hewitt

29%71%Metrics from performance management process are integrated into succession planning

Top Quartile

Metrics Integrated

NotIntegrated

45% 55%

Bottom Quartile

Metrics Integrated

NotIntegrated

As illustrated above, top companies have learned that

fully integrated development strategies are the most

effective. If theres no measurement and no

accountability, Goldsmith contends, behavioral issues

may take their toll on executives as they move up the

organization. Despite having well-defined leadership attributes and

leadership development programs, organizations may fall

short of meeting their objectives. What are the pitfalls to

12. ibid.

avoid in leadership development? What key

experiences are next generation leaders often

unprepared for?

According to Fulmer, a typical pitfall to look out

for is corporate attention deficit disorder, a

malady that afflicts organizations when they

attempt an initiative then move onto another one

when results from the first one arent

forthcoming.

Karen Armon, CEO and Founder, Alliance

Resources, believes next generation leaders have

to be prepared for dealing with pressure and

should make themselves politically savvy about

their peers. People weak in strategic intellect are

not fit for future leadership, she says. Also, those

who cannot communicate within the organization

and outside it will find themselves wanting.


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CONCLUS ION

Organizations cannot develop tomorrows leaders with a

fragmented approach. The work of Goldsmith, Fulmer,

and others demonstrates the effectiveness of an

integrated initiative. Employees with high leadership

potential need to be systematically identified and

tracked by line managers as part of an overall strategic

succession planning process; senior leaders and

managers should articulate the major competencies

required for leadership. Senior leaders right up to C-level

need to support the program by taking a measure of

ownership in it. The planning, implementation,

monitoring and reviewing of leadership development

initiatives requires the attention and effort of all

elements of organizational hierarchy. Marshall Goldsmith feels there are common attributes of

potential leaders that cut across industries and may serve

to differentiate future leaders from employees with less

potential. On the basis of interviews with young high

potential leaders, Goldsmith advises organizations to

look out for people who demonstrate global thinking,

cross-cultural awareness, the ability to build alliances

and partnerships, are technologically savvy, and who

believe in leadership sharing or people partnerships.

Fulmer firmly believes that leaders should display a high

level of energy, and clearly show the ability to do what

has to be done and to energize others to take part. As

this paper has shown, a company that truly understands

the need for leadership planning now will have the

leaders it needs tomorrow to remain competitive. Based on the Human Capital Institute webcast, Do You Know Who Your Next CEO Is? Developing Leaders with 20/20 Vision, May 2, 2006 Reports referenced during the webcast James Bolt, "Executive Development Trends 2004:

Filling the Talent Gap, (survey of 101 global companies)

Executive Development Associates (EDA) Inc.

Corporate Executive Board: Driving

Performance and Retention Through Employee

Engagement (September 2004)

Corporate University XChange 6th Annual

Benchmarking Report, 2005

IBM Learning Solutions, Learning StrategyAn

Investment in the Future, September, 2005

Robert M. Fulmer & Jay A. Conger, Growing Your Companys Leaders, AMACOM, 2004 Robert M. Fulmer & Marshall Goldsmith, The Leadership Investment, AMACOM, 2001 Robert M. Fulmer SME, Next Generation HR

Practices, APQC, 2005

Hewitt & Associates, The Top 20 Companies for

Leaders,2005

Andre Martin, Differences in the Development

Needs of Managers at Multiple Levels, Center for

Creative Leadership, 2005.

Barbara Neisendorf & Scott Saslow, How to

Involve the Board in Exec. Growth, Strategic HR Review, March, 2006. Mark Nevins and Stephen Stumpf, 21st Century

Leadership: Redefining Management Education,

Business & Strategy, 1999.

Scott Saslow, Transforming Corporate

Leadership: Best Practices in Executive

Education, ExecSight, (April 2004).

Training Magazines 2005 Survey of Top 100

Companies

Training Magazines Annual Comprehensive

Analysis of Employer-Sponsored Training in the

US , October 2004

Watson Wyatt,Maximizing the Return on Your

Human Capital Investment2005 PRESENTERS DR. ROBERT FULMER, ACADEMIC DIRECTOR, DUKE CORPORATE EDUCATION, INC. Dr. Fulmer served as chairman of Pepperdine's

business administration department, wrote the

proposal that led to Pepperdine offering an MBA,


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and taught the first graduate business class. He holds

The Graziadio School's Virtue Chair and serves as

Academic Director of Duke Corporate Education. Dr.

Fulmer was the W. Brooks George Professor of

Management at the College of William and Mary and the

former director of its Executive MBA program. Dr.

Fulmer has been a Visiting Scholar at the Center for

Organizational Learning at MIT and taught organization

and management at Columbia University's Graduate

Business School. When director of executive education at

Emory University Dr Fullmer oversaw the Executive MBA

program as well as public and customized programs for

general and functional managers. In addition, Dr. Fulmer

was director of corporate management development for

Allied Signal, Inc., with responsibility for the

development of employees ranging from first-line

supervisors to senior executives. Dr. Fulmer has

published extensively; he is the author of four editions

of The New Management and co-author of four editions

of A Practical Introduction to Business. He also authored

Crafting Competitiveness, Executive Development and

Organizational Learning for Global Business, and

Leadership by Design. Dr. Fulmer has served on the

editorial board of seven journals, is author of more than

120 published articles, and has conducted management

seminars in 24 countries. DR. MARSHALL GOLDSMITH, CO-FOUNDER, MARSHALL GOLDSMITH PARTNERS Marshall Goldsmith is a world authority in helping

successful leaders get even better - by achieving positive

change in behavior: for themselves, their people and

their teams. Recently the American Management

Association named Dr. Goldsmith as one of 50 great

thinkers and leaders who have influenced the field of

management and Business Week listed him as one of the

most influential practitioners in the history of leadership

development. In November 2005 he was recognized as a

Fellow of the National Academy of Human Resources -

the highest award for an HR professional. He has

appeared in: The Wall Street Journal - as one of the top

ten executive educators, Forbes - as one of five most-

respected executive coaches, the Economist - as

one of the most credible consultants in the new

era of business and Fast Company - as America's

preeminent executive coach. His work has received

national recognition from almost every

professional organization in his field, including:

the Academy of Management, ASTD, HRPS and

SHRM. Marshall is one of the few consultants who

have been asked to work with over 70 major CEOs

and their management teams. His Ph.D. is from

UCLA and he is an Adjunct Professor teaching

executive education at Dartmouth's Tuck School.

Marshall is co-founder of Marshall Goldsmith

Partners, a network of top-level executive

coaches. He served as a member of the Board of

the Peter Drucker Foundation for ten years. He

has also donated substantial time to non-profit

organizations, such as the Girl Scouts, the

International and American Red Cross - where he

was a National Volunteer of the Year. Dr.

Goldsmith's twenty books include: The Leader of

the Future (a Business Week best-seller) and

Coaching for Leadership. Two of his recent books

are: Global Leadership: The Next Generation and

The Art and Practice of Leadership Coaching.

Amazon.com has ranked seven of his books as

"most popular" in their field. Harvard Business

School has chosen six of his books to be their

Working Knowledge recommended books. PANELISTS Karen Armon is CEO and Founder of Alliance

Resources, LLC, with 20 years of experience in

executive coaching and consulting. Recognized as

"insightful yet accessible" and a "bright thinker,"

Karen has keen insights into the challenges that

move organizations forward in crowded

marketplaces and ever-changing environments.

She is becoming a leading authority among

executive ranks in presenting new ideas that

challenge the current corporate thinking, making

her a recognized thought-leader. Karen is a


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contracted Webinar speaker for ExecuNet. She has been

quoted in such as Harvard Management Update/Harvard

Communications Letter, Wall Street Journal, BtoB

Magazine, HR Magazine, VOWS Magazine, Advanced

Manufacturing, Profit Magazine, Houston Chronicle,

Fort Worth Star-Telegram, Holland Sentinel, Bradenton

Herald, Denver Post, Rocky Mountain News, San Antonio

Times, and Jobing.com. Dr. Lawrence Clark is an Assistant Vice President -

Executive Development at New York Life Insurance

Company. In that capacity, he provides expert consulting

services to New York Life, its subsidiaries, and its senior

executives. At New York Life he has been a member of

two Core Competency Teams, a member of the Sourcing

Committee, and a member of the SAP - HRD

implementation team. In addition he has major

responsible for the design of the Leadership

Effectiveness Program, Developing Excellence in

Leadership, and the program for Vice Presidents. Prior to

joining New York Life, Larry was Vice President of W.

Warner Burke Associates, Inc., a Pelham, N.Y. based

consulting firm. He has conducted research in the areas

of managerial competencies, organizational climate, and

management training. He is interested in applying

organizational and social psychology techniques to

problems that confront major organizations. Lauryn Franzoni is the Vice President and Executive

Director of ExecuNet's Center for Executive Careers

(www.execunet.com) the leading Internet-based resource

for executive career market trend and management

information. She is responsible for market research,

website and publications content, and overseeing the

company's Career Services offerings. Ms. Franzoni joined

ExecuNet in 2004 bringing extensive experience in the

specialized information industry including product

development and community building for

electronic/internet communications and print media for

corporations and non-profit organizations. In addition

to post-graduate finance and language studies, Ms.

Franzoni holds an MA in journalism and public affairs

from The American University and a BA in

American Studies from Dickinson College. Michael Harper has 20 years of operations,

marketing and executive search experience

combined with 8 years as President of

TalentGenesis Inc., a consultancy engaged in the

design and delivery of large-scale initiatives in

Talent Management including succession,

leadership development, selection, performance

management and measurement of organizational

impact. Michael has facilitated 360 feedback,

career planning and development coaching to

over 700 individuals ranging from CEOs to middle

managers. He has certified over 1000 HR

professionals in the LEADERSHIP ARCHITECT

Suite of tools from Lominger Limited in the US

and Europe. With the TalentGenesis team, Michael

has designed and licensed The Development In

Action Series of competency-based development

workshops delivered to thousands of managers. Patrick R. Pinto, Ph.D. is an organizational

consultant whose experience covers a broad

range, from individual development to human

resource strategy for organizations. Prior to

forming his firm, he was a faculty member at the

University of Minnesota. Pat has long been

affiliated with Lominger Ltd., Inc. as a Master

Certifier for their Leadership Architect Suite of

learning and development tools. He is a frequent

speaker at management seminars, and a faculty

member in executive education and leadership

development programs for many or the world's

leading companies. Dr. Pinto also serves as an

executive coach to assist leaders in accelerating

their potential for the future and improving their

performance.


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MODERATOR JOY KOSTA As Director of Talent Development and Leadership

Communities at The Human Capital Institute, Joy brings

twenty-five years of experience in multiple facets of

organizational development, human resources and

business management with an emphasis in customer

satisfaction, service quality, process improvement, and

applying the Malcolm Baldrige Criteria for Performance

Excellence. As founder and President of Performance

Partners in Health Care, a company dedicated to

building better patient experiences, she has authored

several curriculums in leadership and staff development,

and co-authored with Harold Bursztajn, MD Senior

Clinical Faculty member, Harvard Medical School,

Building a Treatment Alliance with Patients and Families. AUTHOR SUMEET VARGHESE EDITOR THOMAS V. DURGIN


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ACKNOWLEDGEMENTS This White Paper is made possible by Lominger, sponsors of HCIs Next Generation Leadership Develop Track.

ABOUT LOMINGER

Founded in 1991, Lominger Limited, Inc., developers of

the internationally recognized LEADERSHIP ARCHITECT?

Suite, equips executives, managers, and human resource

professionals in the world's leading organizations with

the tools, research and expertise they need to transform

their organizations into best practice centers of

leadership. Headquartered in Minneapolis, Minnesota,

Lominger markets its suite of research-based products in

56 countries using internal experts, an international

network of associates, a professional consulting division,

Lominger Consulting, Inc., and a comprehensive network

of strategic alliance and technology partners. For more

info, please visit www.lominger.com

ABOUT THE HUMAN CAP ITAL INST I TUTE

The Human Capital Institute is a catalyst for innovative

new thinking in talent acquisition, development and

deployment. Through research and collaboration, our

programs collect original, creative ideas from a field of

top executives and the brightest thought leaders in

strategic HR and talent management. Those ideas are

then transformed into measurable, real-world strategies

that help our members attract and retain the best talent,

build a diverse, inclusive workplace, and leverage

individual and team performance throughout the

enterprise.

The Human Capital Institute gratefully

acknowledges the financial and volunteer

contributions of our Underwriters. They include:

- BERNARD HODES GROUP - BEST SOFTWARE - BRASSRING LLC - CENTER FOR TALENT RETENTION - DBM - DNL GLOBAL, INC. - DOUBLESTAR, INC. - HYPERION - EMPLOYEASE - EXXCEED - FIRST ADVANTAGE CO. - FYI CONSULTING LLC - HIREDESK - HRSMART, INC. - IBM - JOBSTER, INC. - JWT EMPLOYMENT COMMUNICATIONS - KENEXA - LOMINGER LIMITED INC. - MENTTIUM CORPORATION - MONSTER GOVERNMENT SOLUTIONS - MONSTER JOBS - MULTI-HEALTH SYSTEMS - MYBIZOFFICE, INC. - PEOPLECLICK - PERFORMANCE ASSESSMENT NETWORK - PILAT NAI - PLATEAU SYSTEMS LTD - PREVISOR - SABA SOFTWARE, INC. - SAGE GROUP PLC - SEQUENT, INC. - SKILLSNET CORPORATION - SOFTSCAPE - SUCCESSFACTORS.COM - TALEO CORPORATION - UNICRU - VALTERA - VURV TECHNOLOGY, INC. - WORKSTREAM, INC.

do you know who your next ceo is

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