Leadership Transitions: Differences Across Leadership Levels

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1 25 June 2013 Leadership Transitions: Differences Across Leadership Levels Joy F. Hazucha

2 The Korn/Ferry Leadership and Talent Consulting family Mission Better leaders, Better world Vision Premier global provider of talent management solutions that accelerate leadership effectiveness and maximize business impact 2

3 Global Footprint AMSTERDAM ATHENS ATLANTA AUCKLAND BANGALORE BARCELONA BEIJING BOGOTA BOSTON BRISBANE BRUSSELS BUDAPEST BUENOS AIRES CALGARY CARACAS CASABLANCA CHICAGO COPENHAGEN DALLAS DUBAI DURANGO FRANKFURT GENEVA GUANGZHOU HAMBURG HELSINKI HONG KONG HOUSTON IRVINE ISTANBUL JAKARTA JOHANNESBURG KIEV KUALA LUMPUR LIMA LONDON LOS ANGELES LYON MADRID MEDELLIN MELBOURNE MEXICO CITY MIAMI MILAN MINNEAPOLIS MONTERREY MONTREAL MOSCOW MUMBAI MUNICH NEW DELHI NEW YORK NORTHERN VIRGINA OSLO PARIS PHILADELPHIA PRINCETON QUITO RIO DE JANEIRO SAN FRANCISCO SANTIAGO SAO PAULO SEOUL SHANGHAI SINGAPORE STAMFORD SYDNEY TAIPEI TEL AVIV TOKYO TORONTO VANCOUVER VIENNA WARSAW WASHINGTON, DC WELLINGTON ZURICH 3

4 Agenda Research on differences between levels Implications for your organizations 4

5 Transitions Across the Leadership Pipeline 5

6 Leadership Transitions The STATS Fewer than 36% of executives hired from outside the organization will succeed (BRADT, CHECK & PEDRAZA, 2009) Up to 40% of internal promotions find the transition a challenge; 20% rate it a downright disappointment (RHR RESEARCH) 8% of new managers continued to operate more as individual contributors than leaders (CONCEPT RESERVE) 6

7 Transitions in the Danger Zone Why? Peter Principle; high performers who have been misidentified Never learned how to manage transition process Lack of support for big stretch assignments Lack of clarity around expectations Radically different success factors in new role they don t naturally occur 7

8 The Transformation Trilogy Need to understand what to Add On, Preserve, and Let Go Preserve Add On Let Go The Transformation Trilogy Arthur Freedman,

9 Whole Person Assessment: Compare Levels on Each 4. Behaviors and Skills: Skills and behaviors that can be applied on the job 3. Knowledge, Experiences: Relevant experiences and track record More observable Easier to develop 1. Traits, Aptitudes, & Derailers: Behavior tendencies and abilities 2. Motivators, Interests, & Values: Career goals, What interests and engages them Less observable More difficult to develop 9

10 Methodology Methodology overview: Looked at 30,000+ leadership assessments Determined leadership level at time assessment Contrasted each level to the ones above and below Isolated the attributes that reliably differentiate each level Replicated across samples, reliably classifies into correct level 10

11 1. Motivators: Data Collection Career History Questionnaire: inventory used as pre-work for in-depth assessments asks leaders to rank order their top 5 motivators from a list of 19 Data collected from over 17,000 leaders from 2006 To 2011 Leaders represented a variety of industries as well as geographies Categorized into 4 levels of leadership 11

12 19 Motivators: Choose top 5 Advancement opportunities (promotions) Fast-paced environment with lots of change Friendly workplace with good relations with coworkers, vendors, and/or clients Sense of personal accomplishment Hard-driving, performance-based culture Autonomy in carrying out my responsibilities Belief in the mission of the organization Expert or authority status Fair and consistent managers Influence on the direction of the organization Monetary compensation Opportunity to be creative Responsibility for the performance of others and the results of the unit Stimulating, challenging work Training or development opportunities Variety in job duties Visibility and recognition Working in a stable job with little change Work-life balance 12

13 US Leader Motivators by Level US by Level First level (N=1690) Mid level (N=2482) Functional area or Business leader (N=3822) Senior /Top (N=1424) 100% 90% Percent choosing in top 5 80% 70% 60% 50% 40% 30% 20% 10% 0% <- more important at higher levels --- more important at lower levels -> all correlations with level significant EXCEPT Stable Job, Little Change 13

14 Motivators Lower Level Self Focused Motivators Advancement Friendly Workplace Development Opportunities Work-life Balance Senior Level Influence Drives Influence on Organization Decisions Responsibilities for Others Performance Based Culture Belief in Organizational Mission Preserve Across Levels Achievement Drives Stimulating, Challenging Work Personal Accomplishments Monetary Compensation 14

15 2. Personality by Level 15

16 Personality: Preserve Preserve Individual First-level Mid-level Business Unit Senior Contributor Leader Leader Leader Executive CONSISTENT Self-Confidence Emotional Control Consideration of Others Responsibility 16 16

17 Personality: Let Go Let Go Individual First-level Mid-level Business Unit Senior Contributor Leader Leader Leader Executive DECLINING Micro-Managing Attend to Detail Passive-Aggressive Keep People Happy Independence 17 17

18 Personality: Add On Add On Individual First-level Mid-level Business Unit Senior Contributor Leader Leader Leader Executive INCREASING Energy Adaptability Influence Risk-Taking Optimism Vision 18 18

19 Personality Twist: Add On, then Let Go 19

20 Derailment Lack Self-Insight Poor Relationships Create a Negative Environment Handle Conflict Poorly Create Distrust 20

21 Personality Summary Summary Business Unit Leader ADD ON: LET GO: Strategic, trusting, idea generator, optimistic Acting independently Managing Managers (Mid-Level) ADD ON: LET GO: Influencer, energetic, executor, risk taker Attending to daily details Managing Others (First Level) ADD ON: LET GO: Willing to give direction, depends on others Needing to be liked 21

22 3. Experiences by Level 22

23 Experiences to Accelerate Transitions Lower Level Difficult Staffing Situations Financial Management Interpersonal Challenges Support Function Experience Inherited Problems Senior Level Strategy Development Critical/Visible Assignment High Risk Situations Critical Negotiations External Relations 23

24 Note: Experience Differences much larger than Personality Problem-Solving and Personality Experience Front Line (951) Mid Level (1656) Business Unit (795) Senior Exec (644) 24

25 4. Skills and Competencies Responses to The PROFILOR from 8,000+ leaders across the globe: The PROFILOR 360 feedback tool used for development purposes Feedback collected from sources including Manager/Boss perspective Boss Ratings of leaders from 4 levels Importance of each competency Skill level on behaviors -> competencies Level Skill Importance Model N low N high N low N high Sr Exec 952 1,014 1,007 1,008 BUL 1,232 1,292 1,288 1,290 MLL 2,572 2,603 2,586 2,589 FLL 3,119 3,249 3,232 3,239 25

26 Analysis/Judgment Strategy Vision/Innovation Financial Global Customers Structure - Plans Structure - Execution Drive for Results Courage Influence Engage & Inspire Talent Collaborate Communicate Relationships Trust Adaptability Ratings of Importance FLL Importance MLL Importance BUL Importance Sr Exec Importance Critically Important Thought Leadership Results Leadership People Leadership Personal Leadership 26

27 Ratings of Skill FLL Skill MLL Skill BUL Skill Sr Exec Skill Demonstrates competency to a great/very great extent Analysis/Judgment Strategy Vision/Innovation Financial Global Customers Structure - Plans Structure-Execution Drive for Results Courage Influence Engage & Inspire Talent Collaborate Communicate Relationships Trust Adaptability Thought Leadership Results Leadership People Leadership Personal Leadership 27

28 Development Priorities Matrix Lower Importance (from PROFILOR) Higher Importance (from PROFILOR) Higher Skill (BOTH in PROFILOR & Assessments) Primary Strengths Lower Skill (BOTH in PROFILOR & Assessments) Primary Development Needs 28

29 Development Priorities Matrix Higher Skill (BOTH in PROFILOR & Assessments) Lower Skill (BOTH in PROFILOR & Assessments) Lower Importance (from PROFILOR) Secondary Strengths Sr Exec: none BUL: Trust MLL: Trust Drive for Results Secondary Development Needs Sr Exec: Global Financial Structure Work-Plans Courage BUL: Talent MLL: Financial Higher Importance (from PROFILOR) Sr Exec: Trust Primary Strengths BUL: Drive for Results MLL: Customers Primary Development Needs Sr Exec: Drive for Results Talent Structure Work-Execution BUL: Structure Work-Execution MLL: Structure Work-Execution 29

30 Most Important Competencies Lower Level Adaptability Communication Senior Level Build Talent Engage & Inspire Influence Strategic Thinking Trust Preserve Across Levels Judgment Structure the Work Drive for Results 30

31 The Five Agendas of a Leader: Framework for Transitions and Engagement PDI Ninth House FS100 Coaching Model Leadership Agenda Identify core values and principles Set the tone for leadership Demonstrate organizational savvy Engage and inspire others Business Agenda Define strategic priorities Understand and leverage key business drivers Outline short-term and longterm action plans to accomplish significant results with speed and quality Business Leadership Relationship Relationship Agenda Establish positive working relationships with important stakeholders Proactively network and build relationships to ensure long-term success Personal Agenda Clarify life goals and values Balance work life with family, health, and fitness, and other priorities Maintain motivation and focus Personal Learning Learning Agenda Identify key strengths and weaknesses Establish development plans to build capabilities where needed Learn from experience 31

32 Implications Focus on motivators, style, competencies & experiences to develop leaders Some attributes matter more at specific levels of leadership (influence, risk taking, strategy) Some attributes matter at all levels of leadership (achievement drive and results) Developing leaders can help: Place more time and focus on important areas that might otherwise be ignored Learn and intentionally use helpful tools and frameworks Seek relevant experiences and feedback Identify colleagues with complementary strengths 32

33 Your Questions? 33

34 For more information contact: Joy Hazucha at or Marlys Aukee at

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