HiPo Dev Strategies
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This document discusses strategies for accelerating succession planning through high potential (HiPo) development. It begins by establishing the need for active succession planning and outlines benefits such as organizational continuity. It then discusses identifying HiPos using data from leadership assessments, noting behaviors and motivations that distinguish HIPos. Specifically, effective HIPos place more emphasis on strategic skills while underestimating their technical abilities. The document stresses that developing HIPos requires understanding how effectiveness definitions change with each new role, from individual contributors to senior managers. It concludes by recommending an integrated, long-term approach to HIPO development using assessments, coaching and stretch assignments.
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HiPo Dev Strategies
- 1. Success at Every Level HiPo Development Strategies for Accelerated Succession Planning
- 2. Type a question here. Click the red arrow to expand the Control Panel. Host Lucy Sullivan Head of Marketing, MRG
- 3. Management Research Group is a global leader in designing assessments that foster a deep self-awareness and impact people in profound and meaningful ways with solutions for Leadership and Personal Development, Sales and Service. MRG assessments give you the tools to support unique leaders as they chart their personal paths to success and fulfillment.
- 4. Tricia Naddaff President, MRG Our Presenter
- 5. The Case for Succession Planning
- 6. Poll Question Think about your organization or the organizations you work with. What would they say best describes their current succession planning situation? To fill key positions in the future, we are: A. Building an active developmental pipeline B. Keeping a few people in mind who could be good leaders C. Planning to reply on external search D. Not thinking that far ahead
- 7. Succession Planning has benefits. More available, capable people to take on new roles Organizational continuity and longevity Retention of your most experienced and valued talent A more strategic mindset for the organization Greater internal and external confidence in the organization Wiser use of investment in talent development
- 8. Succession Planning is urgent. Leadership pipelines leaking Baby Boomers retiring Employee engagement is more critical Labor markets are tighter
- 9. External hires arenât always the answer.
- 10. External hires may come with a cost. Weighing Internal vs. External Hires, Eric Krell, HR Magazine. January 7, 2015. MONEY External hires command 18-20% more than internal hires TRAINING Organizations overestimate skill and experience portability PERFORMANCE External hires have lower evaluation scores in the first 2 years
- 11. Most of us still have work to do. Human Capital Trends Report, Deloitte, 2016. 13% of organizations report that they are âexcellentâ at building global leaders. 14% of organizations describe themselves as âstrongâ at succession planning. 7% of organizations say that they are âexcellentâ at building millennial leaders.
- 12. Identifying High Potentials An in-depth look at their behaviors, motivations, blind spots⊠and what makes some more effective than others
- 13. Where does the data come from? LEA 360âą: the Leadership Effectiveness Analysis A multi-rater leadership assessment used in more than 40 countries, with more than 1 million total participants from around the world. 360° Feedback from boss, peers, and direct reports
- 14. Where does the data come from? LEA 360âą: the Leadership Effectiveness Analysis A multi-rater leadership assessment used in more than 40 countries, with more than 1 million total participants from around the world. 30 Leadership Competencies A set of several behaviors used effectively in combination to deliver a certain outcome Example: Ability to develop people (i.e., allows room for mistakes, stimulates growth, challenges positively, delegates authority) 22 Leadership Behaviors Specific, discrete, observable actions Example: Feedback â Providing specific and direct reaction to othersâ thoughts, ideas, actions and performance
- 15. LEA Behaviors CREATING A VISION Conservative Innovative Technical Self Strategic DEVELOPING FOLLOWERSHIP Persuasive Outgoing Excitement Restraint IMPLEMENTING Tactical Structuring Communication Delegation FOLLOWING THROUGH Control Feedback ACHIEVING RESULTS Management Focus Dominant Production TEAM PLAYING Cooperation Consensual Authority Empathy
- 16. Our Study
- 17. Our Study
- 18. [Footer text to come] Page No 18 Leadership Behaviors Distinguishing High Potentials from non-High Potentials
- 19. Measuring Future Potential Future potential (i.e., has the ability to go beyond present level versus has reached his/her highest potential, is likely to be a major resource to the organization): 1 2 3 4 5 6 7 X Has limited potential Needs to develop in current job Some possibilities Strong possibilities beyond present job Unlimited; a major resource Donât know Top 10% of scores = High Potential Leader
- 20. Leadership Behaviors that Distinguish High Potential Leaders
- 21. High Potential Leaders place more emphasis on: Behaviors that Distinguish High Potential Leaders Strategic Production Management Focus Communication Innovative Technical Excitement Persuasive Control Empathy High Potential Leaders place less emphasis on: Self Authority Structuring Conservative
- 22. [Footer text to come] Page No 22 Effectiveness Distinguishing High Potentials who are currently effective from those who are not
- 23. Measuring Total Effectiveness Average of the scores from observers on all 30 leadership competencies measured in the LEA 360âą Above Average Effectiveness Ratings Below Average Effectiveness Ratings
- 24. High Potential Leadersâ Effectiveness: Above Average vs. Below Average
- 25. Effective High Potential Leaders place more emphasis on: Behaviors that Distinguish Highly Effective High Potential Leaders Empathy Consensual Communication Production Strategic Technical Persuasive RestraintCooperation Effective High Potential Leaders place less emphasis on: Self AuthorityStructuring Dominant
- 26. [Footer text to come] Page No 26 Blind Spots Where High Potential Leaders have limited Self-Awareness
- 28. Blind Spots of High Potential Leaders
- 29. High Potential Leaders overstate their emphasis on: Blind Spots in High Potential Leaders Self Outgoing High Potential Leaders understate their emphasis on: Technical ProductionControl Strategic Innovative Conservative
- 30. [Footer text to come] Page No 30 Beyond behavior: What motivates High Potential Leaders?
- 31. Where does the data come from? IDI: the Individual Directions Inventory A motivational assessment with over 40,000 participants around the world and certified practitioners in over 40 countries. Measuring 17 Dimensions Identifying the degree to which different things motivate you and give you energy Self-only The assessment is taken by the individual, without feedback from others
- 32. IDI Dimensions â Measuring Motivation AFFILIATING Giving Receiving Belonging Expressing ATTRACTING Gaining Stature Entertaining CHALLENGING Maneuvering Winning Controlling PERCEIVING Creating Interpreting MAINTAINING Stability Independence Irreproachability MASTERING Excelling Enduring Structuring
- 33. Our Study
- 34. Our Study
- 35. Motivation: High Potential Leaders vs. Non- High Potential Leaders
- 36. Motivation Patterns in High Potential Leaders Giving High Potential Leaders are less motivated by: StabilityStructure Gaining Stature Entertaining Excelling High Potential Leaders are more motivated by:
- 37. The Complexity of Identifying High Potential Leaders High Potential Leaders emphasize different behaviors than their non- High Potential counterparts. High Potential Leaders who are perceived as currently effective emphasize different behaviors than their High Potential counterparts who are not seen as effective. There are many individual and contextual considerations that influence the leadership behaviors that distinguish High Potential Leaders. There is no single definition of the High Potential Leader.
- 38. Strategy: Standardize the HiPo Identification Process Reduce subjectivity in the selection process. Lean on your assessment tools to increase the accuracy and effectiveness of HiPo selection. Measure in- house talent more effectively. Get strategic about future leadership needs. Compensate for individual blind spots. Lay the groundwork for faster development.
- 40. Youâve found them. How do you take them to the next level in their development?
- 41. Succession Planning Accelerating High Potential Leadersâ Development at all Levels
- 43. The changing definition of effectiveness
- 44. [Footer text to come] Page No 44 High Potentials vs. Highly Effective Leaders at the Next Level
- 45. Reminder: High Potential Definition Future potential (i.e., has the ability to go beyond present level versus has reached his/her highest potential, is likely to be a major resource to the organization): 1 2 3 4 5 6 7 X Top 10% of scores = High Potential Leader Has limited potential Needs to develop in current job Some possibilities Strong possibilities beyond present job Unlimited; a major resource Donât know
- 46. Measuring Total Effectiveness Average of the scores from observers on all 30 leadership competencies measured in the LEA 360âą Top 10% of scores = Highly Effective Leader
- 47. Individual Contributor First Line Manager What does it take to be effective at the next level?
- 48. Individual Contributor to First Line Manager
- 49. Behaviors of Effective First Line Managers as compared to High Potential Individual Contributors Delegation Effective first line managers place less emphasis on: SelfProduction Conservative Authority Structuring Effective first line managers place more emphasis on: Consensual Restraint Innovative
- 50. First Line Manager Middle Manager What does it take to be effective at the next level?
- 51. First Line Manager to Middle Manager
- 52. Behaviors of Effective Middle Managers as compared to High Potential First Line Managers Consensual Effective middle managers place less emphasis on: SelfDominant Communication Empathy Delegation Effective middle managers place more emphasis on: Persuasive Strategic Structuring Production Authority
- 53. Middle Manager Senior Manager What does it take to be effective at the next level?
- 54. Middle Manager to Senior Manager
- 55. Behaviors of Effective Senior Managers as compared to High Potential Middle Managers Empathy Effective senior managers place less emphasis on: AuthorityStructuring PersuasiveExcitement Consensual Effective senior managers place more emphasis on: Delegation Management Focus Tactical Control Feedback Conservative Innovative Outgoing
- 57. Individual Contributor First Line Manager Middle Manager Senior Manager Your developmental plans must account for the changing definition of effectivenessâŠ
- 58. Individual Contributor First Line Manager Middle Manager Senior Manager âŠand for the increasing degree of change required.
- 59. The road from High Potential to Highly Effective isnât always easy. Without the right developmental support, some High Potential Leaders will derail.
- 60. Moving Forward with Smart Succession Planning Key steps for building effective HiPo development into your succession planning strategy
- 61. Secure an organizational commitment to an integrated system of leadership. Specific leadership strategy Pre- and post- assessments Research- driven content Blended learning programs Stretch assignments Intensive coaching Continuous development opportunities Integrated system of leadership Leadership Awakened: Generations, Teams, Science, Deloitte Insights, February 2016.
- 62. Integrated leadership programs succeed when they rely on data, evidence, and science-based approaches. Leadership Awakened: Generations, Teams, Science, Deloitte Insights, February 2016.
- 63. Research shows clear insights into what distinguishes High Potential Leaders.
- 64. Their developmental path is clear, but it grows more challenging at each level... and it requires a comprehensive, ongoing approach.
- 67. [Footer text to come] Page No 67 Thank you for joining us. Stay in touch. research@mrg.com | mrg.com/research
Hinweis der Redaktion
- Hiring organizations tend to overestimate the âportabilityâ of skills and experience of external hires External hires earn 18 percent to 20 percent more than existing employees promoted to similar positions University of Pennsylvania Wharton School professor Matthew Bidwellâs research shows that the same external hires who receive higher salaries are also given significantly lower performance evaluations during their first 24 months at the new company compared to existing employees promoted to similar roles.
- Hiring organizations tend to overestimate the âportabilityâ of skills and experience of external hires External hires earn 18 percent to 20 percent more than existing employees promoted to similar positions University of Pennsylvania Wharton School professor Matthew Bidwellâs research shows that the same external hires who receive higher salaries are also given significantly lower performance evaluations during their first 24 months at the new company compared to existing employees promoted to similar roles.
- External hires earn 18 percent to 20 percent more than existing employees promoted to similar positions University of Pennsylvania Wharton School professor Matthew Bidwellâs research shows that the same external hires who receive higher salaries are also given significantly lower performance evaluations during their first 24 months at the new company compared to existing emp
- LEA360 Part A â 22 Leadership Behaviors LEA360 Part B â 30 Leadership Competencies Observations from Boss, Peer and Direct Report ratings
- LEA360 Part A â 22 Leadership Behaviors LEA360 Part B â 30 Leadership Competencies Observations from Boss, Peer and Direct Report ratings
- We need to either adjust the colors of our icons or the colors on the graphs â because they are the same two colors but not related to each other, its very confusing The lines at 50 on these graphs need to be darker
- Best-practice organizations are developing an integrated system of leadership that includes a specific leadership strategy detailed pre- and post-program assessments to measure effectiveness research-driven content blended learning programs stretch assignments intensive coaching continuous opportunities for leadership development
- Summary of what we learned on our High Potential/Succession Planning journey There is also a clear developmental path from high potential to the next level of highly effective leadership And that path is understandably more challenging at each level The work of identifying and developing high potential leaders requires a comprehensive, ongoing approach With clear developmental targets it is very doable, especially whenâŠ