1. From Manager to Leader Richard Dick HRMATTs 9th Biennial Conference Hilton Trinidad & Conference Center 14th May, 2013

2. Agenda 1. About DCC Ltd. 2. Contextual Framework 3. What about Management? 4. The Need for Leadership 5. Strategy and Action 6. Our Approach 7. Closing thoughts 3. AboutDCC 1. 15 year history 2. Clients in 25 countries 3. Training is important but not enough 4. Human Resource & Organization Development Consultants 5. Fortune 500 clients included 6. Over 75 years collective experience 7. We strive to: Be client centered Provide strategically focused value- added solutions Provide authentic and pleasant client interactions 4. SomeofOurClients 5. TheContextualFramework 1. Efficiency, effectiveness & flexibility required 2. Greater need/focus on engagement 3. More than technical is needed 4. Left brain focus and development 5. Need to do more with less 6. The problem is execution of the strategy 6. WhatAboutManagement? 1. Scientific art of getting work done through people 2. Leading or going for a walk? - Maxwell 3. Leader must: Coach Be a cheerleader Ensure Performance Be HR on the line Sell the vision Gain buy-in Lead change 7. TheNeedforLeadership 1. Emotional needs EQ, motivation 2. Catalyze discretionary effort 3. Faster, better, cheaper 4. Multi-level leadership 5. Link strategy to action 6. Get the wildly important done 8. CEO Failures "70% of CEO failures were due to poor execution of good strategies. - Fortune Magazine 1999 9. LinkingStrategy toAction 10. On Being Strategic Ensure that the organization strategy is executed in your (or their) corner of the organization Multi-strategic structure 11. CrucialMatters 1. The buck stops with the leader 2. Leaders are accountable for their departments or units 3. Leader is decision-maker 4. The department belongs to the leader 5. The leader is the first point if engagement 6. The leader is HR on the line 7. The leader is accountable 8. The quality of the organizational experience which employees have is largely informed by their leader 12. LevelsofLeadership 1. Leading self 2. Leading others 3. Leading managers 4. Leading the function 5. Leading the organization 13. LeadershipDevelopment Leaders born and made Promoted based on technical expertise Need to develop leaders at all levels Impacts speed and business continuity 14. OurApproach Step 1: Get the right support (executive) Step 2: Need Understanding Step 3: Benchmark Assessment Step 4: Learning & Development Content Step 5: Learning & Development Process Step 6: Evaluation & Measurement Step 7: Organizational Support Step 8: Refine Approach/Process Need Understanding Benchmark Assessment L & D Content L & D Process Evaluation & Measurement Organizational Support 15. 1. Major initiative 2. Requires time and money 3. OD intervention that requires modeling 4. Not for the short-term 5. You need executive support HRMATTs 9th Biennial Conference May 13th & 14th, 2013 15 16. NeedUnderstanding 1. Establish Leadership Competencies Technical, Behavioural Values, strategy Best Practices 2. Assess Current State E.g. - Communication skills, EQ, Leading Change Staff surveys Performance Management system 360 Exit Interviews 3. Establish Leadership gaps 17. Moreon Assessment 1. Gauge current state of group or individual 2. Should be a rigorous system of assessment 3. A variety of methods available: Assessment centers Online Cases Etc. 18. DevelopmentContent&Approach 1. Properly Researched 2. Modern 3. Aligned to needs 4. User-friendly 5. Attractive 6. Multi-style 7. Learning at work and by doing 19. Must-HaveContent Self as a Leadership Tool Emotional Intelligence (assessment useful) Personality Understanding (assessment useful) Personal vision Self-Mastery 20. Learning& DevelopmentProcess 1. Agree on outcomes (with manager, HR) 2. Learning takes place learning community Mix of delivery styles Practical & relevant Practice in learning community 3. Coaching & mentoring are useful 4. Practice at work 5. Assess success or failure 6. Be accountable to learning community 7. Repeat 2 6 8. Discuss with manager 9. Develop ongoing plan 21. Evaluation&Measurement 1. Reaction how participants react and are initially satisfied with the training 2. Learning the extent to which participants change attitudes, improve knowledge and skill as a result of the process 3. Behaviour the extent to which participants changed behaviour as a result of training. 4. Results to what extent are the objectives and deliverables (previously set with manager) being accomplished? 22. OrganizationalSupport 1. Participants need opportunities and latitude to practice 2. Succession planning and retention of positions 3. Support from their line manager: includes follow-up and coaching 4. Ongoing measurement of results 5. Align to performance management process 23. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 23 1. Examine where you are now in terms of leadership 2. Start a conversation in the executive offices is there concern? 3. Ask for help 24. Contact Info HRMATTs 9th Biennial Conference May 13th & 14th, 2013 24 Office Phone: 1868-672-1465 Mobile: 1868-299-9537 E-mail: richard@dccintl.com Website: www.ddccintl.com LinkedIn: Richard Dick