Presentation on theme: "Facilitating leadership continuity, building talent and capacity within the National System of Innovation (NSI). A Competency or Leadership Dilemma? LIASA."— Presentation transcript:
1Facilitating leadership continuity, building talent and capacity within the National System of Innovation (NSI). A Competency or Leadership Dilemma? LIASA & CiCD Winter Seminar National Library of South Africa (NLSA) 29 June 2009 Co-presenters: Dr Daisy Selematsela (NRF) Dr Martie van de Venter (CSIR)
2Outline Part 1 (Non technical competencies) Is it necessary? Succession planning in a nutshellBest PracticesOrganisational RealitiesNow what?Building capacity at all levelsPart 2 (Technical competencies)Practical Case Study scenario
3Succession Planning in a nutshell Conventional view:“Succession planning is key to retention of leadership skills and organisations need to plan for succession of individuals to survive”“It is all about developing capable individuals in line with organisational strategies”
4Succession Planning Best Practices Identify key competencies needed by leadership team in line with strategyDefine key competenciesIdentify current organisational competency through assessment tools – KPA, PDP, PDCPrepare individual development plansAssign mentors and coachesProvide training & development opportunitiesIntegrate it with EE, Skills Development & other HR initiativesRecruit the right peopleRetain your top talent
5Organisational Realities Changing world of work….Leadership dilemmas – transformational vs transactionalEffective succession planning essential tool to address diversity and leadershipSuccession planning becoming a Board/Council priorityCompetitive advantageClosed processes
6Leadership Dilemmas “Here today, gone tomorrow” (Gregory P. Smith) Demand for effective managers continues to growResearch conducted nationally & international confirms that a significant number of organisations will see 40% - 50% of their Executives leave in the next 5 years (Byham 1999)
7Leadership Dilemmas – 8 elements Smith’s 8 elements that high-retention orgs have in common:Purpose – personal fulfillment & meaningCaring management – “there are no bad soldiers – only bad leaders”Work schedules that allow work/life balance – downsizing outs family 2ndHonest updated information and communicationPeople want to enjoy their work environmentPerformance management should be motivational and not punitiveRewards & recognition should make people feel appreciatedEmployees migrate to training and development opportunities
8Leadership Dilemmas“Execution: The Discipline of Getting Things Done “ (L Bossidy & R Chan)According to Chan – CEO & senior team allot less than half a day each year to review plans – people, strategy & operationThis is a formula for failureYou need:robust dialogue to surface the realities of businessAccountability for results to get things done…& you need follow-through to ensure plans are on track.
9Leadership Dilemmas “Predictable Surprises” (Bazerman & Watkins) Were the earth-shuttering events of September predictable, or were they a surprise?Disasters are preceded by clear warning signals that leaders either miss or purposefully ignore!5 reasons why leaders are most likely to be “surprised”: We!Tend to have positive illusions to conclude that a problem doesn’t exist or isn’t severe enough to merit actionTend to interpret events in an egocentric manner by accrediting blame in ways that are self-servingOverly discount the future, reducing our courage to act now to prevent some disaster that we believe to be quite distantTend to maintain the status quo & refuse to accept any harm that would bring about a greater good.Rather than confronting unpalatable choices, we avoid action altogether.Most of us don’t invest in preventing a problem that we have not personally experienced.We only fix problems after we ourselves or those close to us experience significant harm.
10Leadership Dilemmas“Managing Transitions: Making the most of change” (William Bridges)“It isn’t the changes that do you in, it’s the transitions. Change is not the same as transition. Change is situational; the new site, boss, team, roles or new policy. Transition is the psychological process people go through to come to terms with the new situation. Change is external, transition is internal”“Accountability Revolution” (M Samuel & B Novak)“Accountability means that people can count on one another to keep performance commitments & communication agreements”
11Leadership Dilemmas : Anatomy of accountability Clear intentionInterlocking ownershipEffective executionRelentless attack of dysfunctional habitsResponsive recoveryRelentless measuring of resultsCreate a clear picture of success stated as a resultEach person deals with their part of the project as if they own the whole projectClear guidelines aroung coordination, timing, communication, actions etcSurface & address habits that are impending on the teams successBe prepared from the starting gate to handle the inevitable project glitchesFrequent check-ins to ensure the project is on track.
12Leadership Dilemmas:“Everyone a Leader: A grassroots model for the new workplace”(H Bergmann, K Hudson, D Rust-Eft)“Organisations need people at every level with the courage & the skill to step up to leadership opportunities, whether they are formally designated leaders or not”Just remember to CLIMB:Create a compelling futureLet the customer drive the organisationInvolve every mindManage work horizontallyBuild personal credibility
13Building capacity at all levels The proposed approach to creating a solid foundation of high performing leadership:“building an in-depth leadership team, rather than simply developing capable individuals”.The 3 levels to be considered:Level 1 – Foundations of LeadershipLevel 2 – Team LeadershipLevel 3 – Organisational Leadership
14Mastering of skills Facilitate use of those skills with teams Foundations of Leadership:team development,DelegationCommunication & LeadershipProject managementFacilitate use of those skills with teamsTeam Leadership:Problem solving for leadersDecision makingConflict managementEffective meetingsOrganisational Leadership:360 FeedbackSocial intelligenceEmotional IntelligenceStorytellingCrucial leadership skillsSelf-mastery “know yourself,express yourself,Control of your interactions with others”
15Significant approaches related to Quality Service Delivery! Building capacity at all levelsEnsuring a diverse succession planKnowledge Management – Dr Martie van de Venter’s slot to focus on KM!