how do we effectively assess for today's successful leader?
TRANSCRIPT
How Do We Effectively Assess For
Today’s Successful Leader?
Presentation by Peter Burnham, Kajal Ruparell and
Professor Ivan Robertson
About BBP
Burnham Business Psychology is a niche consultancy of Occupational Psychologists who have more than two decades of experience in the industry.
Bespoke Assessment & Development Tools
We help organisations recruit, retain and develop their people using psychological and psychometric assessment.
We offer bespoke psychological solutions to fit with each of our clients’ needs and culture.
All of our assessment tools are valid, reliable and fit for purpose; allowing our clients to maintain their competitive edge through their people.
4% of the UK working population go through online tests designed by BBP consultants each year.
Some of our Clients
Our Leadership Model…
Combines and integrates numerous theories and models of leadership
Measures high potential
Can be mapped to our clients’ existing leadership framework/model
Model Creation
Transactional & Transformational
Emotional Intelligence
Leader/Member Exchange Theory
Situational Leadership
Learning Agility
Strategic Leader Authentic Leader
Personality-Based Theories
BBP’s Assessment Data
Types of Organisational Culture
Charles Handy’s four organisational types: also added to the model is a fifth culture type based on Quinn & Cameron’s work.
Power Task Person
Role Adhocracy
Judgement
Solution Focussed
Quickly gets to the heart of issues and uses a range of insights to solve complex problems. Readily adapts to changing, novel and challenging circumstances.
Sets Direction
Develops a vision and long term strategy; seeks new opportunities to stay ahead of the curve.
People Focus
Harnesses talent
Proactively builds relations with a range of people and demonstrates empathy. Identifies and nurtures talent and quickly tackles poor performance.
Influential
Communicates clearly, persuasively and with conviction. Aware of the political landscape when putting forward changes that challenge the status quo. Consistently delivers on promises made and their actions match their words.
Drive
Drives Change
Recognises the need for change. Leads change so it is effective, positive and beneficial. Personally strives for quality results and encourages others to achieve high standards of work.
Inspiring
Creates enthusiasm and instils confidence; faces up to challenges and consistently overcomes set-backs; looks for solutions and encourages others to do the same.
Assessment Process
Online Assessments
Face-to-Face Interview
Ability Tests (Numerical, Verbal, Diagrammatic) Personality Assessment
Career History Values Behavioural Interview Psychometric Interview Business Scenario (Optional)
Leadership is Important
CEOs are responsible for ~ 14% of the performance of an organisation.¹
65-75% of people say that the worst aspect of their job is their immediate boss. ²
Leaders influence health and wellbeing as well as performance… “Even when controlling for: age, health practices, support from other people at work, support from home, stressful life events and stressful work events.” ³
¹ Joyce et al., 2003
²Hogan & Kaiser, 2005
³ Gilbreath and Benson (2004); Barling &Carson (2008); Gilbreath et al, (2012)
Why Involve Psychologists in Leadership Assessment?
Does it Work?
Validity
Criterion-related validity
Construct validity
Is it Accurate?
Reliability
‘Accurate’ measurement
Leadership Framework
World Class Leadership Development
Private SectorPublic Sector & Business Schools
ANZSOGSingapore CS CollegeCranfieldEuropean Institute of Public AdministrationHenleyKennedy School (Harvard)London Business School
Key Components of Good Practice
Individual Readiness Organisational Readiness
Development Activities
Transfer & Embedding
Organisational Readiness
Alignment with strategic goals of organisation
Clear models of leadership behaviour
Shared and realistic expectations for all stakeholders
Plans for embedding and supporting new behaviours
Individual Readiness
• Nomination and selection processes
• Prior training and development
• Audit of current skills and personal characteristics (e.g. 360 assessment, psychometrics)
• Personal career development plan
Transfer & Embedding
Engagement of top management in design and delivery of programme
Modelling of leadership behaviours by top management
Evaluation and delegate feedback
Embedding procedures (e.g. action learning sets, 360 feedback, networking, mentoring, coaching, job assignments)
Career development and reward