Presented by Anthony Metten. Preparing High-Potential Employees for Leadership

Transcription

1 Presented by Anthony Metten Preparing High-Potential Employees for Leadership

2 Future Leaders

3 Succession Management Combining succession planning and leadership development into a process to help you find and groom future leaders Set the tone.

4 Do you have a plan in place? Are you doing all the right things to grow future leaders?

5 Have you crafted a clear policy that encourages employees to develop expertise and vision outside their current business units, functions, and regions? Do you seek candidates from other units when trying to fill key openings? Questions

6 Have you created formal mechanisms that bring together high potentials from across your company? Are leaders within your organization rewarded for sending talented employees outside their domains and for accepting individuals from other areas for developmental purposes? Questions

7 You have to water the flowers you want to grow. Stephen Covey

8 Leadership Development Direct report What can I do to get a promotion? Another manager What can I do to keep my best workers from leaving? Senior-level executive What do we need to do to ensure we have the people with the best skill in the right place in the future?

9 Employee Development A process that aims at helping manage employees growth

10 Are they ready?

11 What is it they want? Is it management? Is it being top performers? Are they happy staying right where they are? Growth and Advancement

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13 Create a Successful Work Environment Meet one-on-one with your employees on a regular basis. Coaching and mentoring Constructive feedback One size does not fit all!

14 Your role is to: Help guide your employees. Conduct frequent discussions of developmental needs. Give timely and specific feedback.

15 Your role is to: Provide opportunities for coaching. Act as an informal teacher. Work with your employees to draft individual development plans.

16 Identify Employees How do you differentiate? You need to differentiate between top performers and those who need improvement.

17 Performance Model 1. Top performers 2. Solid performers 3. Underperformers

18 Percentage Ranking System Top performers 10 20% Solid performers 60 80% Underperformers 10 20%

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20 Performance/Potential Grid Cell 2, 3, or 6 Top Employee Cell 1, 4, or 5 Solid Contributor Cell 7, 8, or 9 Underperformer

21 Establish a Promotion Plan Those outside your department or business unit know about the employee and his or her potential. Place the employee in a virtual pool with other high potentials.

22 Identification of Participants Synergy Create: Networking Idea sharing

23 Training Ask your top performers to start new projects from scratch. Give your high potential employees the opportunity to fix a business or product in trouble. Provide A players job rotations in different work environments. Assign your best performers a high-profile special project assignment.

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25 One-on-One Communication

26 Promotion Plan 4 Basics 1. Identification and exposure to other departments and members of management 2. Identification of employees desiring advancement 3. Exposing the employees to other high potential candidates 4. Combine classroom training with real-life experience.

27 Mentoring Treat people as if they were what they ought to be and you help them to become what they are capable of being. Goethe

28 Company Performance Directly Doing his or her job well Indirectly His or her ability to inspire and motivate others

29 Extrinsic Motivators Company policies and benefits Working conditions Salary and other forms of compensation Status

30 Intrinsic Motivators On-the-job achievement Positive feedback Opportunities for growth and learning A sense of responsibility for the work being done

31 Tell them they re valued. Listen to their ideas. Give them credit when you act on their suggestions. Praise their accomplishments. Tell them how much you appreciate their unique talents. Trust them. Recognize Contributions

32 Mentoring Programs

33 Mentors and Coaches Clarify his or her career options. Better understand the organization and navigate its politics. Build support networks. Deal with work obstacles.

34 Are you taking care of your high potentials? 97% The experience contributed directly to their success at the company.

35 Leadership Management Circle Regular gathering of top management that meets to discuss strategy, headings, and targets for the company Ability is of little account without opportunity. Napoleon Bonaparte

36 Promoting Work with the HR department or your network to identify special assignments, teams, or other opportunities within the company. Communication Schedule

37 Leadership Development 1. Effective business communication 2. Conflict resolution skills 3. Team building 4. Relating to different personality types

38 Leadership Development 5. Time management 6. Delegation skills 7. Goal setting and coaching skills 8. Other areas specific to your business

39 Remember 1. Exposure to a management or leadership circle 2. Required proficiencies in a set of skills that take time and attention to cultivate through different avenues before a promotion can be considered

40 Choose the Right Promotion Time 1. Resignations in other departments 2. Company restructuring 3. Downsizing 4. New management 5. Beginning of a new budget year 6. New business initiatives 7. New policies or positions created

41 Verbally touting your employees to other managers and/or departments; testing of abilities through stretch assignments Groundwork

42 Opportunity Before promoting someone into a new role, make sure they re truly a good fit for the job.

43 Potential Candidate

44 Top Performer You re not the only one who knows about your top performer.

45 Extrinsic Motivators Company policies and benefits Working conditions Salary and other forms of compensation S t a t u s

46 One-on-One Conversation Make sure he or she knows that you know he or she is unhappy or disappointed. Help to see the long-term or big picture, and not be shortsighted with his or her decision making. Assure the employee that you re in his or her corner and are working to help get where he or she wants to go.

47 Use phrases like: I need you to be patient a little longer. I want to hear your concerns. Maybe I can help you see this differently. Let s look at the information from your perspective and the company s.

48 Strengths & Weaknesses What kinds of work are you most passionate and comfortable with? What types of opportunities for learning do you find most exciting? In what areas do you feel you need the most improvement?

49 Strengths & Weaknesses Have individual conversations with your team and other departmental heads to discuss the team and individuals performance. Consider all the feedback. Pay attention to the individuals behavior.

50 Tests Myers-Briggs (MBTI) The Strong Interest Inventory CareerLeader The Birkman

51 Try to address his or her needs and eliminate obstacles.

52 Identify What s Missing

53 Use an open-door policy. Communicate. Put time and effort into your employees. Keep your top performers happy. How to Keep Employees Happy

54 Signs of a Dissatisfied Employee Feels neglected and unmotivated Not given opportunities to grow Doesn t feel supported Views his or her work as less of a priority

55 Employee Development Is Ignored You miss the opportunity to align your employee s development with your organization s direction. You may have unproductive, unhappy employees working for you.

56 Employee Development Is Ignored You won t have any backup or bench strength among your ranks should your top performer leave. They could become disenfranchised if there are unfulfilled commitments. They don t see prospects for growth.

57 Manager Skills Seek out opportunities. Set goals. Provide feedback.

58 Motivation and Morale Deteriorated Rebuild through: Communication Follow-up Follow-through

59 In Closing It s all about creating an environment where employees can excel. You know who the high potential employees are. Your employees success affects your success as a manager.

60 With Anthony Metten Welcome to Preparing High-Potential Employees for Leadership Q&A

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