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Potential for What? Developing the
Successful Public Leader by Design
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This presentation is made possible by:
www.HayGroup.com
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Today’s Agenda
• Introduction - 5 minutes
• Feature Presentation and Q&A - 50 minutes
• Wrap Up - 5 minutes
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Joy Kosta, Senior Director
Talent Development & Leadership Community
Human Capital Institute
Today’s Moderator
www.hci.org
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Today’s Guests
Scott Spreier
Leadership and Talent Practice Leader
Federal Sector
Hay Group, Inc.
Brian Frawley
Senior Consultant
Hay Group, Inc.
Core components of an
effective workforce, which
foster high performance
include the right talent and
strong leadership
Roadmap to Reform
Partnership for Public Service
7© 2010 Hay Group. All rights reserved
The world – and work – are being reshaped
The landscape of the public sector is changing A call for more effective leadership
A demand for more innovation, accountability, and productivity
The world of work is changing Change and uncertainty are here to stay
The skinny organization is ‘in’
Needs, expectations, and values are changing
The world itself is changing Environmental, political, and financial uncertainty are the norm
Technology shapes everything: what we do; who we are
Our culture is changing
8© 2010 Hay Group. All rights reserved
This new landscape requires a different kind leadership
A growing need for leaders at all levels who: Are comfortable with ambiguity and change
‘Command and control’ only when appropriate
Collaborate across organizational boundaries
Embrace Innovation
Take risks and claim accountability
Can leverage and manage a diverse workforce
Think strategically and ‘holistically’
Understand technology: both its power and its limits
9© 2010 Hay Group. All rights reserved
These changes are reshapingleadership selection and development
A need to align organization, roles, people
Organizational
context
Risks/
benefits
Roles
People
Strategy,
organizational
model, structure and
culture –environment
in which work gets
done
The capacity
of your
people in
relation to
role demands
Mission critical
roles in context of
the business, and
implications for role
requirements
10© 2010 Hay Group. All rights reserved
Step One:Understand the organizational context
Determine how your organizational
requirements will impact your leadership needs
Decode your strategy so that future leadership and talent needs
are apparent
Analyze the implications of your operating model to
organizational requirements
Identify implications for your future leadership needs
11© 2010 Hay Group. All rights reserved
Step Two:Understand the organizational context
Identify your mission-critical roles
Decode your strategy so that future leadership and
talent needs are apparent
Analyze the implications of your operating model to
organizational requirements
Identify implications for your future leadership needs
12© 2010 Hay Group. All rights reserved
Step Three:Create a role matrix
Define the parameters of critical roles by:
Complexity / level of work
Type of leadership role
Key accountabilities
Critical competencies
13© 2010 Hay Group. All rights reserved
Numerous levels of complexity
Levels
of
Work
Advisory Roles Collaborative Roles Operational Roles
StrategicImplemen-tation
TacticalImplemen-tation
StrategicAlignment
StrategyFormation
EnterpriseLeadership
Positioning a business/function within broadly defined business strategy. Scan environment to anticipate impact of external events
Responsible for organization's overall policies, strategies. Goals broadly defined (e.g. enhance international operations). Often confronting unknown.
Op
era
tio
na
lS
tra
teg
ic
Setting broad strategy for business/function, integral to enterprise’s
purpose.
Turning functional policy into reality, using a considerable degree of interpretive, evaluative and or constructive thinking to address new and evolving issues.
Accomplishing clearly defined functional objectives within
established policy, with focus on continual improvement.
14© 2010 Hay Group. All rights reserved
Distinct types of leadership roles
Levels
of
Work
StrategicImplemen-tation
StrategicAlignment
StrategyFormation
EnterpriseLeadership
TacticalImplemen-tation
Collaborative Roles
Coordination of internal resources or
relationships with external partners to deliver measurable
results
Operational Roles
Directly accountable for achieving
business results through direct control
of significant resources
Advisory Roles
Guidance and advice to support
achievement of results by developing functional capability
Op
era
tio
na
lS
tra
teg
ic
16© 2010 Hay Group. All rights reserved
Different level / type roles call for different competencies sets
Level of Work Advisory Collaborative Operational
Enterprise
Leadership
N/A N/A Self-confidence
Team Leadership
Results Orientation
Strategic Insight
Strategy
Formulation
Building Sustainable
Organizations
Service to Stakeholders
Strategic Insight
Building Sustainable
Organizations
Cross Boundary Collaboration
Organizational Commitment
Strategic Relationship Building
Strategic Insight
Building Sustainable
Organizations
Team Leadership
Results Orientation
Strategic Insight
Strategy
Alignment
Service to Stakeholders
Broad Scanning
Cross Boundary Collaboration
Organizational Commitment
Strategic Relationship Building
Team Leadership
Results Orientation
Holding People Accountable
Strategy
Implementation
Service to Stakeholders
Broad Scanning
Cross Boundary Collaboration
Strategic Relationship Building
Team Leadership
Results Orientation
Holding People Accountable
Core Competencies
Required for
Success at
Executive Level
Analytical Thinking
Broad Scanning
Holding People Accountable
Influencing Others
Initiative
Interpersonal Understanding
Organizational Awareness
Organizational Commitment
Results Orientation
Self Confidence
Strategic Insight
Team Leadership
17© 2010 Hay Group. All rights reserved
Avoid the urge to ‘type by title’
LE
VE
LS
OF
WO
RK
Str
ate
gic
Opera
tional
Advisory Roles Collaborative Roles Operational roles
Enterprise
leadership
Strategy
formation In a service environment
Strategic
Alignment In support environment
Strategic
implementation In R&D environment
Tactical
implementation
Behaviors required:
Client (internal) focus
Team contribution/work
Conceptualizing fit to
business need
Behaviors required:
Results orientation
Strategic perspective
Leading change Behaviors required:
Partnering to deliver results
Influencing without authority
Networking
CIO: one title, three roles
18© 2010 Hay Group. All rights reserved
Step Four: Assess your talent using the matrix
Target Position 1 Target Position 2
Current Position
Leadership Role Types
Advisory Roles Matrix Roles Operations Roles
Me
diu
mLow
Hig
h
Strategic
FocusModerate
Risk
19© 2010 Hay Group. All rights reserved
Proximity to Business Results
Advisory Matrix Delivery
Enterprise
Leadership
Strategy
Formation
Strategic
Alignment
Implementation
Tactical
ImplementationStr
ate
gic
Co
ntr
ibu
tio
n
Step Five: Map your talent against the matrix
Career Growth Opportunity
Chris would benefit from having more opportunities to expand his network of relationships within the organization.
Chris should also begin to broaden his skill set in other functional areas (e.g. marketing). This would increase his capability to provide strategic insight for the customer.
Risks
Chris may have difficulty assuming a role where he is not the subject matter expert and where he may need to actively solicit the advice and support of others.
Next Steps
Chris leadership competencies could be developed and sharpened by moving into a major business and operations role. This movement will demand some strategic preparation and developmental planning but could be an important step in preparing him for a larger role in enterprise leadership.
Chris’ Current Role
Suitable Progression
Stretching Progression
Risky Progression
20© 2010 Hay Group. All rights reserved
Case Example: Large Defense Contractor
Talent Management Project:
Designed an Assessment and Development Center to profile the
strengths and development opportunities of future leaders for mission
critical roles
Provided customized feedback to help participants identify and
understand potential “gaps” between their actual performance and
outstanding leadership behavior
Began a partnership of developing leaders across businesses and
functions to meet current and future challenges
21© 2010 Hay Group. All rights reserved
The Assessment Process
Leadership Competencies were assessed through the following
exercises at the Assessment and Development Center:
Behavioral event interview
Two role play exercises
A case study
A group exercise
An overall assessment of Self Management was assessed
throughout the participant’s performance at the assessment center.
Organizational Climate and Leadership Styles were assessed
through surveys administered prior to the Center to participants and
their immediate teams.
22© 2010 Hay Group. All rights reserved
Following each Assessment and Development Center, all assessors gathered on the following day with business leaders who partnered in the process to discuss their ratings of the participants and calibrate their assessments.
In the month following each Center, Hay Group consultants provided participants with behaviorally based feedback and a one-on-one phone consultation based on their performance at the Center and the results of two on-the-job surveys.
Feedback from the Center was combined with on the job data in order to facilitate ongoing development and succession planning.
e Defense Contractor
Assessment Follow-Up
23© 2010 Hay Group. All rights reserved
The benefits of a well-designed
talent management strategy
Common succession / talent management language
Alignment of organizational needs with leadership demands
Improved efficiency in selecting and developing leaders
Identification and minimization of risk
Peaceful transitions
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Reactions or Comments? What is your key take away from this session?
It’s your turn! Ask our experts…
Need assistance? Call Member Services (866) 538-1909 or email [email protected] assistance? Call Member Services (866) 538-1909 or email [email protected]
Brian Frawley
www.haygroup.com
(703) 841 - 3149
Scott Spreier
www.haygroup.com
(469) 232-3857
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
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