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© Merryck & Co 2012 Onboarding Leaders Mitigating risk, accelerating performance for external leadership hires HRPS Strategic Talent Management Forum October.

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Presentation on theme: "© Merryck & Co 2012 Onboarding Leaders Mitigating risk, accelerating performance for external leadership hires HRPS Strategic Talent Management Forum October."— Presentation transcript:

1 © Merryck & Co 2012 Onboarding Leaders Mitigating risk, accelerating performance for external leadership hires HRPS Strategic Talent Management Forum October 22, 2012

2 © Merryck & Co 2012 Welcome The Context The Challenge The Discussion Q&A

3 © Merryck & Co 2012 The Context 3 ExCo Executives in the Fortune 500 and S&P Promotions since entering workforce Years per role (pre-ExCo) Companies per career 1, Revenue under management 1,3 $123 MM $1.3 B CEOs promoted from within 4 62% 77% Connections/relationships to manage 1,5 ~20 ~ )Merryck & Co data )WSJ July , Joanne S Lublin, “CEO Tenure, stock gains often go hand in hand” 3)Merryck & Co data ; CNNMoney.com, Fortune 500 Statistics 4)SpencerStuart 2010 CEO Transitions, March )Merryck & Co data, ; Booz & Company yr CEO Succession Study Retrospective The scope and stakes of business leadership have increased by an order of magnitude.

4 © Merryck & Co 2012 The Context Net Income Great leaders create much higher net income. ($1.2MM) $2.4MM $4.5MM Bottom 10%Middle 80% Top 10% Poor LeadersGood LeadersGreat Leaders Zenger, Folkman, Edinger, “How Extraordinary Leaders Double Profits”, Zenger-Folkman, Inc., 2010

5 © Merryck & Co 2012 The Challenge 5 The complexity of upper echelon jobs increases exponentially, whereas a leader‘s development happens Incrementally. The nature of dynamic problems defies predictable patterns of coaching or training. Traditional leader development is based in case studies and scenarios – useful, but predictable At $B-level, the primary “predictable” is unpredictability $B leaders need to anticipate, consider and react from a VUCA perspective The next generation of leader development will empower those with the most influence to respond with greatest perspective, understanding and impact. Traditional leader development happens at a different pace than the VUCA nature of top job demands.

6 © Merryck & Co 2012 The Challenge Leadership is a mindset, not a skillset. A top executive’s year is defined by 8-10 problems that: No one could anticipate– and the leader could not have been “trained” for Require quick, decisive responses Will require multiple levels of near-simultaneous relationship management Integration to a new organization adds an additional layer of ambiguity and complexity to that baseline challenge. 6 “When a new leader comes in with fresh thinking, we’ll say to him, ‘That’s a really great idea!’ Then he’ll leave the room and we’ll say to each other, ‘Who does he think he is?’.” – EVP HR, $30B financial services organization

7 © Merryck & Co 2012 The Challenge 7 The stakes have increased by an order of magnitude in one generation…and the needle continues to point up. No standard training exists to prepare for today’s top roles…the magnitude of the job is bigger than any one executive. Few top execs want training anyway – they are smart, accomplished, savvy…they need an increased capacity -- a means to draw upon a greater depth of experiences than they have personally faced. The situation in a nutshell: External hires face the steepest learning curve of all – they must fast- track into a culture as well as a role.

8 © Merryck & Co 2012 The Conversation The right integration of an external leader increases Leadership Magnitude TM at the same time it ensures effective retention. Leadership Magnitude TM expands perspective, influence and impact across the full reach of an organization. Executive Handling unprecedented complexity, pace and volatility Company Effecting change throughout the chain of management – from BoD to shop floor Marketplace Expanding influence throughout investor, customer, supplier and partner relationships 8

9 © Merryck & Co 2012 Conclusion In a VUCA world, every company faces increasing pressures to ensure external leaders join, stay, and fast-track their contributions. 9 Complexity, stakes and relationships have grown by orders of magnitude – we need to foster a complementary growth in Leadership Magnitude TM. For external hires, it’s not enough to have an onboarding plan. There must be a parallel integration plan that ensures the leader’s ability to create meaningful impact

10 © Merryck & Co 2012 “ ” Conclusion 10 Everything I got from my Merryck mentor I could have learned on my own...if I could have lasted long enough in the job to learn it. – Current client, PE-owned company, June 2012

11 © Merryck & Co 2012 Who is Merryck? Over 15 years, Merryck has become the proven global vehicle for delivering Leadership Magnitude TM 11 Has run a $750MM - $120B P&L Is chosen for ability to identify strengths, and define and help develop the blind side Mentoring 1-on-1 with a former C-level executive who: Is trained in-depth to support with questions and perspective — not to take on the job Is up to speed on the company’s issues and the executive’s dynamic role

12 © Merryck & Co 2012 For further discussion: 12 David Reimer, Chief Executive Officer MERRYCK


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