Developing Function Leaders to Drive Business Growth. Jim Laughlin Vice President of Consulting MDA Leadership Consulting March 15, 2017

Transcription

1 Developing Function Leaders to Drive Business Growth Jim Laughlin Vice President of Consulting MDA Leadership Consulting March 15, 2017

2 Our Dis(nguished Panel Corey Walther COO & Chief Compliance Officer Allianz Life Susan DeFranco Director, Consumer Insights & Data Analytics Select Comfort

3 Agenda Where to Invest: Research Findings What Matters Most: Five Key Roles How to Invest: Accelerating Function Leader Development Discussion

4 MDA Pipeline Model

5 Leadership Development Investment by Level $8,000 $7,000 $6,000 $5,000 $4,000 $7,116 $3,000 $6,016 $2,000 $1,000 $1,671 $2,700 $0 1st Level Leaders High Poten(als Mid-Level Leaders Senior Leaders Source: Bersin; Derler, 2012

6 Business Case

7 Rise of the Func(on Leader The typical CEO s team has expanded dramatically in the past generation due to an increased reliance on functional leaders. The average is 10 direct reports, with nearly threequarters of the increase attributed to functional managers... --Julie Wulf, Associate Professor at Harvard Business School, Management Science, 2014

8 Rise in Importance of Func(on Leader Business Complexity Value Creation Technology Networked Enterprises

9 Gurdjian, Halbeisen and Lane, Why Leadership Development Programs Fail, 2014

10 MDA s Func(on Leader Assessment Study 413 Function Leader assessments reviewed and coded 1,426 Development Need Bullets 2,689 Strengths Bullets MDA Competencies Behavioral Benchmarks Three internal calibra8on sessions Coding Alignment Calibra8on Overall, a total of 7,729 unique codes were matched to the data

11 Five Roles

12 Strategist Development Hurdles Key finding: Failure to see one s function and the business challenges one faces in their larger context Focus their lens downward, not outward and across Failure to adequately explore causal factors and interdependencies outside their areas of responsibility Result: Inadequate solution set, leaving problems unresolved and opportunities squandered

13 Talent Manager: ShiP in Mind Set Old Mindset About People A vague no8on that people are our most important asset. New Talent Mindset A deep understanding that developing talent leads to beoer corporate performance. HR is responsible for people management. All managers are accountable for strengthening their talent pool through talent reviews, ongoing coaching and development. Succession planning tends to be limited to once a year. Talent management is a central part of how we run the company and an ongoing process.

14 Talent Manager I m evaluating the talent I have for this season while I m thinking about the team I m trying to build for next season and the season after. And I need bench strength too, like a coach needs his depth charts. In football they might be lost to a knee injury. I might lose someone to a competitor. If I do, who s going to step up? Director of Sales

15 Change Leader Most frequently cited development need at the function level: Leading courageously, which includes the behavior uncomfortable leading out front; prefers more behind-the-scenes roles. Both order takers and initiators Downstream and upstream change Process-oriented

16 Internal Influencer Most frequently cited development needs:» Rarely offers ideas that influence peers or superiors» Is distant or impersonal in interactions with others» Does not share thinking with others or engage and collaborate with co-workers in solutions Mind shift to team of peers Growth and opportunity focused Conversational competence

17 Results Driver Strategic priorities Structure, processes, roles Keep score and keep it visible Disciplined follow through

18 Corey Walther COO & Chief Compliance Officer Allianz Life Susan DeFranco Director, Consumer Insights & Data Analytics Select Comfort

19 Developmental Elements that Work Robust Assessment Experience Coaching One-on-One & Peer Social Learning Action Learning Simulation & Role Playing Reflection

20 FLDE Learning Architecture Group Learning Pre- Program Day 1 Strategy & Innova(on for Growth Day 2 Talent Manager & Change Leader Day 3 Influencer & Results Driver Post- Program Individual Focus! Assessment! Feedback! Ac(on Planning! Manager Alignment! Focused Networking! Peer Coaching! Social Learning! Reflection! Virtual Refresher! Coaching Sessions! Developmental Prog. Review! Manager Realignment Increased Learning Agility

21 How Can MDA Help? Function Leader Development Experience, April 24-26, Minneapolis, MN Contact your client or account manager for more info or to schedule a Think Out Loud Presenter jlaughlin@mdaleadership.com

22 Thank You