We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byTrent Herrold
Modified about 1 year ago
© Merryck & Co 2012 Onboarding Leaders Mitigating risk, accelerating performance for external leadership hires HRPS Strategic Talent Management Forum October 22, 2012
© Merryck & Co 2012 Welcome The Context The Challenge The Discussion Q&A
© 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.
© 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
© 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.
© 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
© 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.
© 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
© 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
© 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
© 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
© Merryck & Co 2012 For further discussion: 12 David Reimer, Chief Executive Officer MERRYCK
Identify, Develop and Retain High Performers EMPLOYEE ENGAGEMENT Sidney Cordero Classified - Internal use.
ECOLAB’S TALENT PIPELINE: DEVELOPING GREAT LEADERS FROM WITHIN BEST PRACTICES INSTITUTE AUGUST 6, 2009 Sue Metcalf VP, Talent Development Ecolab, Inc.
Unifying Talent Management. Harnessing the Power of Workforce Intelligence in Talent Planning to Drive Business Performance.
Growth Generation Leaders. Leadership Focus for the Growth Generation.
10-1 McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
Vermont Employee Ownership Center 2012 Conference Burlington, Vermont June 8, 2012 Alex Moss | Praxis Consulting Group Jane Moss | Hypertherm Michael Allan.
Strategic Planning and the Information Professional A&SL Careers Event April 2011 Cathrine Burke.
AMA Europe SA//NV Rue de l’Aqueduc 118, B-1050 Brussels, Belgium Tel: Fax: Website:
AN INVITATION TO LEAD: United Way Partnerships Discussion of a New Way to Work Together. October 2012.
Strengthening Your HR Capacity The Government of Canada Perspective Margaret Van Amelsvoort-Thoms Executive Director, Office of the Chief HR Officer Government.
© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 1 The Relationship between.
© 2007 Towers Perrin Does being a Top Employer make a difference in employee engagement? How - And Why - Top Employers Are Building An Oasis for Talent.
Aligning HR & Business Strategy. “The long-held notion that HR would become a truly strategic function is finally being realized.”
What Really Works What Really Works: The 4+2 Formula for Sustained Business Success, William Joyce, Nitin Nohria, and Bruce Robertson, Harper Business,
UWSEM Investment Guidelines and Strategy Frameworks for
Business Case for beyondboarding (pre-boarding onboarding post-boarding)
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 5 Capacity Planning For Products and Services.
DevelopingCareers (c) 2007 by Prentice Hall 9-1 Chapter 9.
Employee Forums Discussion Document DATE. Objective and Outputs Overall goal is for each Champion to: Develop a deep level of insight into the barriers.
1 Chapter 1 The Knowledge Context. 2 Introduction Technological and social change have reshaped our world and the way we work We have shifted from an.
© 2009 IBM Corporation Smarter Decisions for Optimized Performance IBM Global Executive Forum Panel Discussion Business Analytics and Optimization Fred.
PREPARED BY CHINA SP METHOD TEAM CHINA SP Strategic HR Management Focus on People Development Julie Chu / Oct
© Grant Thornton. All rights reserved. Measurement strategy in Strategic Learning: Communicating alignment with firm strategy.
1. WBL SUMMIT 2010 “Perspectives from another Industry: An off-the- record conversation with Fritzi Woods” March 18,
Global Leadership Forecast 2011 Delaware SHRM April 10, 2012 The Talent Management Expert.
1 Part I: Vision Chapter 2: Leading Strategically.
Global Talent Management Combining individual and organisational views Professor Michael Dickmann Executive Learning Network 24 June 2011.
1 MODULE 6 : Building Networked Businesses Matakuliah: J0422 / Manajemen E-Corporation Tahun: 2005 Versi: 1 / 2.
Customer & Associate Engagement October 2008 NAW CEO Roundtable Dick Gochnauer United Stationers, Inc. President and Chief Executive Officer.
The Denison Model. Adaptability Pattern..Trends..Market Translating the demands of the business environment into action “Are we listening to the marketplace?”
SHRM Thought Leaders Conference Scottsdale, AZ October 5-6, 2009.
Vodafone People Strategy (VPS). 18 April Did We Say “Talent Matters”? “The top software developers are more productive than average software developers.
Queen’s Management & Leadership Framework. Lead with Ambition Strategic Focus Definition: Appreciates the longer term view and strategic context and has.
Chapter 11 Management Skills Management Skills. Chapter 11 Management Skills 2 Management Structures Management is the process of reaching goals through.
Talent Management in 2015: HR for the New Economy Presented To: GE HR Alumni Conference By: Michele James October 16, 2009.
Business Mentors Leadership and Business Development Summit April 28, 2011 Presented By: David Ellings The Sajzel Group, Inc. LEVERAGING YOUR LEADERSHIP.
UNIT IV JOB CHALLENGE. DEFINITION According to McCauley et al, “Job challenge is being in dynamic setting with problems to solve and choices to make under.
Stephen Wells 18 th March The Top Management Programme (TMP) is the Leadership Foundations flagship programme An established track record in developing.
1 New Belgium Advertising Plan for the fiscal year of Prepared by Holly Farnum 4/30/14 JTC 355- Advertising Final Ad Campaign Prepared by Holly.
2 From Graduate Student To ‘Lightly-Seasoned’ Professional: What I’ve Learned So Far Brian Buford Ph.D. Principal Consultant – Organizational Effectiveness.
TheEssentialsof Talent Management. Talent Management: What is it? Alignment of employees with business priorities to deliver greater performance and results.
BIOTECH SUPPLY October 8-9, 2012 Crowne Plaza, Foster City, CA S&OP Execution to Dynamically & Optimally Respond to Volatility in a Global Supply Network.
Effective people and productivity management Peter Scott Peter Scott Consulting.
Chapter 11 Management Skills1 Section 11.1 Management Structures.
Cisco Confidential © 2012 Cisco and/or its affiliates. All rights reserved. 1 Cisco Partner Plus: Premium Enablement Accelerate Your Competitive Edge.
CUMA Conference 2005 Where Credit Union Managers Connect.
Mara Turolla April 25 th, LECTURE o COACHING EVOLUTION SCENARIO o DIFFERENT COACHING MODELS o RESEARCH DEBATE o GUESTS COACHES AGENDA.
Police Leadership Review Horizon Scanning and Interpretation January 2015 Professor Harry Scarbrough.
© Center For New Futures. Provide leaders and teams with the power to transform themselves & their organizations, to: Shift limiting thought processes,
© 2017 SlidePlayer.com Inc. All rights reserved.