leadership corporate brochure - purple

Company Name

Leadership ManualA Guide to Leadership in the Corporate World

Content Copyright to Company Name Human Resources 2013-2014

2 Copyright Company Name 2013-2014

LEVERAGING FOR ORGANISATIONAL SUCCESS

Company Name

This is strictly for internal circulation

3Copyright Company Name 2013-2014

Power of Speech 4

Cover Note 5

Moving On 6

Key Learnings 7

Leadership Development 8

Developing Leaders Not Recruiting Them 9

Fundamentals of Development Planning 10

Development The Growth Hormone 11

C O N T E N T S


POWER OF SPEECH

“There are three principles in a man’s being and life, the principle of thought, the principle of speech, and the principle of action. The origin of all conflict between me and my fellow-men is that I do not say what I mean and I don’t do what I say.”


Organizations depend upon capable leadership to guide them through unprecedented changes. Yet, there is ample evidence in the news and in recent research reports that even some of the best and most venerable organizations are failing to adapt to change, implement their strategic plans successfully or prepare for a more uncertain future. We believe the turmoil we are currently observing, has something to do with leadership, and that if we don’t change our current approach to leadership development, we will see even more of the same.

Surveys of CEOs show that they believe the one factor that will determine their fate is the quality of their leadership talent. Can we count on the next generation of leaders to step up once they are in position? Or are we seeing evidence of a talent gap that cannot be closed and will result in even greater numbers of high-profile failures?

Knowing the best way to develop your people and grow organisational leadership begins with clarifying your business strategy and asking, what should leadership look like to get us there? Then, you create a leadership development strategy with specific recommendations for developing both individual and the collective capabilities of the organization’s leadership.

As well-known companies disappear or are taken over (think of Lucent, Chrysler, Lehman Brothers, Northern Rock, Merrill Lynch) and new forces like the economies of other countries rise.

C O V E R N O T E

John Doe - Managing Director United Sates & VP - International Manufacturing


M O V I N G O NSam Fisher - Vice President HR & Administration

We have been facing unparalleled talent scarcity, which, if left unaddressed, will put a brake on economic growth, leave alone business growth, and will fundamentally change the way workforce challenges are addressed.

The declining economic indicators are a cause of concern. The uncertain economic indicators look and challenges associated with that uncertainty will force organisations to reflect upon appropriate balance between investment in the workforce and return on that investment in terms of performance and productivity. We are being organized at an opportune time and seeks to address issues of leadership development, employee engagement, talent management - acquisition and retention, come to the fore and these same issues will continue to demand attention.

Globalization and growing operational and labour market complexity have made our HR a key player in solving organisations’ business challenges. The dynamic of change becomes one of the central facets of any business where the role, function and process of HR must be redefined in the context of change. HR professionals are being challenged to deliver business outcomes while managing functional costs - unlocking the key drivers that improve the effectiveness of the HR function while having a greater impact on the business.

Organisations expect their professional expertise with a focus on issues and solutions that matter to the business. While it is true that human resource has always been central to organizations, their strategic importance is growing in today’s

knowledge based industries.

It is being increasingly perceived that if organisations do not have a business savvy HR team, it is time to shape them into one. Here lies an opportunity for HR to play a key role in developing and implementing corporate strategy and to become a high value added part of organisations.

We been at the forefront in initiating thought provoking deliberations which are of pertinent concern for organisations and their key assets - people, alike. It has been an enriching experience interacting with experts, taking their inputs on the challenges facing the industry and more so on what needs to be done to leverage leadership for organisational success.

I would like to acknowledge very significant contribution by our HR Team in preparation of this theme paper, which has added considerable value.


How do we LEAD from hereJohn Doe - Managing Director

Sarah Doe - Executive VP Focus on water, not the glass

Jane Doe - Sr. VP Corporate SecurityLeadership is Head, Heart & Guts

KEY LEARNINGS


LEADERSHIP DEVELOPMENT

Include Participant’s Input in Implementation & Planning

Build Knowledge of Self & Others

Provide Understanding of Phenomenology of Leadership

Hone Knowledge & Skills of Social & Political Acumen

Involve MentorsIntegrate Postgraduate

Activities

DYNAMIC LEADERSHIP


Developing LeadersNot Recruiting Them John Doe - Executive VP Finance

A number of big companies confront to the scarcity of Successful Leaders and turn out to the easiest path possible of recruiting Leaders. This is none the less a short term solution, running away from challenges of building leaders is always been a part of organisational practice. These are some of the things that can help you Develop Great Leaders.

Leadership Development is not an easy task but it is not inevitable. Recruiting does not even the odds but it is a short term solution. The best of companies follow the procedure of building leaders than recruiting one’s which roadblocks career paths of current deserving candidates.

Leadership Development occurs at more than one level within an organization – Not limited to below the C-Level.

Determine where Leaders stand today, to scope where they will be tomorrow.

To Build a Successful Action Plan, consult your boss with the results of the Assessment.

Follow the Leadership Development Action Plan over period.

Appreciate Volunteer Mentoring but do not impose it.

Reason about Career Path.


CommunicationIt should be instilled in the

company’s emails, newsletter etc.

Ease of execution Provide easy to access tools and databases for research.

MaintenanceMonitor changes over the period of time and evolve with the market trends.

Follow through Executing the plan to the

letter.

Fundamentals of Development Planning


Development - The Growth HormoneSam Fisher & Team at a Conference at the Glades

Development Planning - The New Dimension

Preparing for Development Plans

Development plan: employee effectiveness initiatives

---Your Event Name --- 26th March 2014 at Glades

As the corporate conditions deteriorate it becomes harder to retain skilful leaders. Most organisations believe in hiring as they lose on one of their leaders which limit the career paths of the current employees of the company. L & D stands for Learning & Development, although Development is always second to learning but it precedes it value over learning. Development is a powerful tool which is being rarely used lately when it comes to building leaders.

Key elements of a development planAlignment with employees KRA’s

Peer / Upward Feedback

Gap analysis

Action planning

Agreement on responsibilities

Follow-through

leadership corporate brochure - purple

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