Building leadership frameworks

Transcription

1 Building leadership frameworks Lessons learned from Deloitte s journey UC HR Conference December 2011 If anything positive has come from the financial meltdown, it is the realization that leadership matters... Financial Post, January, 2011

2 Paradigm shift The 2008 market crisis drove change for Deloitte We changed our thinking and envisioned a strategy that could offer: A Deep Bench of Leaders A Path to Leadership A Distinct Learning Model Culture and Brand We engaged in a great debate: clicks vs. bricks And despite the mood of the market, we opted to make an unprecedented investment in our people As we helped clients adapt to the new world economy, it inspired us to look at our own talent strategy 1

3 Leadership succession transformation We agreed on the need to implement a leadership succession framework We knew traditional models of leadership succession planning might not meet our organizational needs in the new business environment What we didn t want (common succession failures) Sole focus on senior executive roles A resulting talent bench that does not span organizational or geographic boundaries A lack of strategic flexibility in skills and capabilities needed for a rapidly changing world What we aimed for (highly effective succession planning) Focus on critical roles at each level in the organization A deep and broad talent bench Strategic development of leaders for today and the future Individualized development plans that leverage a variety of learning methods including on-the-job developmental opportunities 2

4 We researched leading benchmarks And came away with three key lessons Benchmarks Companies Leading Fortune 500 companies Academia and Others Harvard, Michigan, Stanford, University of Michigan, Wharton, Yale Center for Creative Leadership, The Conference Board, Kaisen Consulting Leadership Luminaries Marshall Goldsmith, Boris Groysberg, Noel Tichy Key Lessons 1. Interaction with worldclass leaders CEOs, eminent leaders, and though- provoking figures is highly valuable 2. Assessment feedback is a common denominator and considered high value 3. Strategic projects should be selectively used for development 3

5 We agreed on the framework s most critical components And we customized for a Deloitte context Define Leadership Assess Potential Focus On Next Generation Leaders Deploy Strategically Facilitate Career Mobility Build Leadership Skills Assign Accountability Develop an enterprise-wide leadership framework to define what it means to be a successful leader Assess individuals on both performance and potential to facilitate the early identification of high-potential future leaders Broaden and deepen the bench (e.g., include leaders earlier in their careers, including women/minorities) Fill key leadership role in the U.S. and globally with highpotential talent to accelerate development Increase career mobility to maximize leadership development through a variety of roles Drive development via Deloitte University (and elsewhere) to up-skill all leaders in alignment with business strategies Establish governance to develop future leaders as a portfolio of scarce enterprise assets 4

6 We built a core framework Co-created with senior partners and an external assessment organization, then socialized with all CEOs Core Values Who we are Integrity Outstanding Value Commitment to each other Strength from diversity Deloitte Leadership Framework To be a leader, you should have Non-Negotiables Indicators of Potential A Leader at Deloitte Shapes the Future Competitive Edge Drives business competitiveness and innovation Influence Builds key relationships and wins people over without using position Sense of Partnership How we are Leadership & Stewardship Professional & client service excellence Candor & Integrity Collaboration & Teamwork Collective Accountability Celebration & Support Business Strategy Where we are going 5 Quality, Ethics and Ethics Integrity and Integrity Engenders trust Engenders trust Candor Uses straight talk Collegiality Teams across cultures and boundaries Mobility Welcomes development moves Change Potential Drives and responds to change; sees opportunity in uncertainty Intellectual Potential Thinks quickly and flexibly People Potential Adapts to complex and changing interpersonal demands Motivational Potential Adapts personal drive and focus to achieve in new and changing contexts Grows the Firm Strategic Direction Sets and communicates vision and direction for people Develops Leaders Talent Development Develops people for the longer term Lives our Values Inspirational Leadership Inspires Is a leader followership who people and want to models follow sense of partnership Performance Drive Market Leader Client Leader Practice Leader Achieves results through others

7 Delivering Leadership Development for NextGen Leaders

8 The NextGen critical talent pool was identified through our Succession Board and a comprehensive, world class development process launched to build future Deloitte leaders NextGen Leader Development NextGen leaders are high potential partners with 5-10 years experience as a partner Individual Development Planning NextGen leaders own and drive their own development The development plan will align key leaders around the NextGen leaders career trajectory Function/channel leader approves career plan Function/channel leader, with LD&S leadership, owns deployments 7

9 NextGen formal learning is another critical piece in development. Formal learning is anchored in programs delivered by two premier leaders in executive education CCL is a top-ranked, nonprofit global executive education provider that focuses exclusively on leadership education and research. Accelerating Leadership Performance overview: Leading in a complex organization Outcomes: Improve the ability to learn from experience Learn to balance tactical concerns with strategic possibilities Develop skills for leading across matrixed organizations The Army's professional development institution that prepares selected military, civilian, and international leaders for the responsibilities of strategic leadership. Turning Point overview: Leading in high-stakes situations Outcomes Understanding the importance of strategy and execution The leadership implications of a rapidly changing environment Leveraging the power of a clearly communicated vision in crisis 8

10 Throughout their development, NextGen leaders will be supported by an executive coach and a senior advisor, along with their Function/Channel leader and lead endorser 1. Function/Channel Leaders Get to know NextGen leaders Strategically deploy NextGen to new experiences and assignments FSS/Channel Network Drive your development and deployment 2. Lead Endorser Support NextGen in finding balance between current year performance goals and execution of development plan Provide FSS/Channel perspective Gather and share performance feedback 4. Senior Advisor Serve as a mentor and sponsor Connect NextGen to new networks and opportunities Help NextGen to successfully navigate across our matrix NextGen Network Actively engage in and support your development planning and execution 3. Executive Coach Facilitate NextGen leader s development Interpret individual assessment results Coach on specific development needs Support development planning and monitor development progress 9

11 The role of Deloitte University We aligned our strategy, our competencies, and our principles We agreed DU s #1 purpose will be leadership development Our Six Strategic Conclusions Our TIPL Competency Model Our Guiding Principles 1 OUTSIDE-IN 2 CUSTOMIZED 3 LEADING-EDGE 4 INTEGRATED 5 OUTCOME-DRIVEN 6 SYNCHRONIZED 10 Technical, Industry, Professional, Leadership DU emphasizes the I, P, and L More Strategic: Strengthen our culture and brand, invest more in critical work force, and elevate career milestones More Intensive: Develop advanced skills through action learning and simulations More Cross-Functional: Deliver learning that spans and unites knowledge across all of Deloitte s services More Partners: Commit leadership as faculty for leader-led experiences

12 We made DU the heart and soul of our organization What Deloitte University means to us and our clients How we see the future Deloitte University embodies our brand for partners and staff, potential recruits, the marketplace, the academic community, the media, and the public 11

13 Exterior highlights 12

14 Interior highlights 13

15 Design: Deloitte University Interior Highlights 14

16 Questions

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