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Action Based Leadership in Global Energy Sector

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Presentation on theme: "Action Based Leadership in Global Energy Sector"— Presentation transcript:

1 Action Based Leadership in Global Energy Sector
Jim Sheegog, BCD, MSW Founder & President, Rowhill Consulting Group

2 November, 2012-A Partnership begins with EQUATE Petrochemical
Our Niche- Rowhill at a Glance Strategic Transformation & Change Consulting Building Talent Pool Capacity to Drive Enterprise Assessment for Development expertise Emphasis on behavioral-based coaching- Post-epidemiologist- where is evidence of leadership? Our brand is based on going to where leadership challenges exist beyond HQ 16 years advising & developing operational managers in upstream exploration & production IOC’s & NOC’s, aerospace, advanced materials & technology companies

3 The Story begins- EQUATE Petrochemical Company
Kuwait-based Joint Venture formed in 1995 between multiple national stakeholders and Dow Chemical Production of Petrochemicals in 1997 $1.0 B annual turnover Ranked #22 in global sales volume Newly appointed CEO Flat structure, with majority of senior managers part of start up in 1997 In 2009, started actively developing management talent with world class resources EQUATE Home Page

4 Leadership Intervention Roadmap


6 EQUATE Strategic Roadmap
Our vision and strategy are geared towards five strategic imperatives revolving around Operational Excellence and Growth. We have existing talent and we target excellence. But the challenges ahead may demand new and different talent. Success = Maximize revenue, excel, and achieve a corporate expansion through M&A’s as strategy through talent and leaders who think global and act local where our talent will thrive and achieve a reputation with a brand of operational and business excellence worldwide. Vision Strategy We think of our vision as a destination and we have road-mapped of our strategy as a clear path to the future. It will be geared towards Operational Excellence and Growth. As we grow and excel, we will need talents that are different and capable of new skill sets. We need as well, to continuously develop our current talent, not keep them in their status quo as their enhanced capabilities are our differentiators. This is the way we have defined success: we maximize revenue, expand through M&A’s as strategy and this will happen through talent and leaders who think global and act local where our talent will thrive and excel, and achieve a corporate reputation and brand of operational and business excellence worldwide.” Organization and Talent Management Process Leadership Development Process

7 Organization Challenges-2012
Cultural Capabilities Survey reported unacceptable levels of staff empowerment, performance coaching, job promotion fairness, & upward decision-making Senior Talent Pool primarily Executors, not Strategists CEO Vision required “debottlenecking” internal barriers Global competition heating up Board not convinced Leadership Development investment was providing value to future organization

8 CEO & Executive Management Team
CEO Vision 2020 Asked EMT to partner with Rowhill in defining Leadership Actions that mattered to future- corporate metrics, behaviors, values Asked EMT to actively sponsor individual managers and teams Fueling active involvement in Strategic Initiatives HR asked to make ABL central assessment in talent review Employee perspectives mattered (culture survey data for managers tied to incentives) Measurement- Pre/Post/Transfer/ Company-wide metrics


10 Competency Model Competency Groups Cultural Capabilities*
Core Technical Competencies* Leadership Code** * Applicable for all employees * * Applicable for People leaders only

11 Leadership Code Strategist Human Capital Developer Executor
Shaping the future Creating Strategic Traction Human Capital Developer Creating employer brand Building talent pipeline Executor Facilitating Decision Making Talent Manager Creating Positive Environment Managing Performance Building Capabilities Invest in Yourself Demonstrating Learning Agility Practicing Clear Thinking Knowing Yourself Personal proficiency is the ultimate rule of leadership, and it starts by knowing yourself, who you are becomes a key predictor of what you can help to become. Personal proficiency comes from knowing your predispositions, strengths, and weaknesses. It is about extracting important lessons from your life experiences and applying them with care, discernment, energy, courage, and humanity. It requires equal measures of self-awareness and self-discipline- a certain quality of mindfulness in going about the interviewed businesses of life and work. It requires having the courage to be bold and take risks while still having the humanity to learn from and share credit with others.

12 Leadership Code-Proficiency Levels for ABL
Strategist P3 P4 P5 Shaping the Future Plans possible scenarios for potential business initiatives Operationalizes the organization's competitive advantage Contributes to the overall strategic thinking and translates it into potential business initiatives Contributes towards building the organization's competitive advantage Anticipates the future & displays bold, proactive, innovative thinking in redefining customers, products, markets and/ or industry in line with changing environment Defines the organization’s competitive advantage Creating Strategic Traction Frequently communicates and translates organizational messages within own team/group Cascades and emphasizes organizational messages within own department and energizes employees towards organizational vision Creates a communication strategy to energize the organization towards the vision and defines a common language P3 P4 P5 Job Knowledge Displays subject matter expertise in own area of work and provides operational/ technical guidance in interrelated areas of work Displays broad understanding of multiple aspects related to own area and interrelated areas of work Displays broad understanding of multiple aspects related to the organizational value chain Knowledge Management Leads initiatives to create knowledge resources and encourages knowledge transfer Provides resources to develop and maintain knowledge management initiatives Builds a culture of knowledge sharing and drives enhancement of the organizational knowledge base

13 The Pilot- Design Highlights
Rowhill Partnered with EMT and L&E to Create the First Action-Based Leadership Pilot 18 Nominations of top tier talent in pipeline to participate in pilot 3 Strategic Projects chosen from existing CEO Vision and 5 Pillar Strategy to debottleneck EQUATE (HRO, Culture Capabilities, PE Business Team) Emphasis on reinforcing Leadership behaviors that matter to culture Assessment tools were designed to measure Pre/post/Transfer changes for individual and organization. Measurement is built around Individual KPI’s and strategic company metrics (Jack Welsh- Measure results and how results are achieved in sustainable manner) Observation, measurement, and reinforcement of individuals, teams, cross-strategic team activities

14 Defining Action Based Learning
Coaching is: Inquiry Driven and Driven through powerful questions Focused on Individual Development Encompasses major stakeholders Includes organization context Focused on mid to long term Actions Action Based Leadership builds on coaching and is … Applying learning that benefits EQUATE Discovering behaviors that attract followership Anticipating future of business & building readiness to act Driving accountability for enterprise results Coaching is about dialogue – brought about elevating perspective ABL is combination individual and business uses techniques of coaching, tools Abl develops the business and develops the indvidual capabilities, what are we doing to close the gaps Standardize the practice, this is the organizational effectiveness part Leaders effectively identify how to use their skills through positive behavior ABL incorporates coaching practices commonly experienced in company-sponsored executive coaching series. The process builds on individual self-discovery. ABL challenges the leader to look at future requirements for leading. It challenges them to build attributes endorsed and encouraged by the organization to build a positive culture. ABL requires that action is taken even when complete data is lacking. ABL stretches leaders beyond management performance. It is focused on anticipation, building readiness of others, and shaping organization responses that are well beyond single functions. An enterprise view is matured through the ABL process whereby learning is applied to the organization now and in the future to achieve a shared vision.

15 Building What Benefits an Organization
Enhanced Approach Content Process Context Typical Flow

16 3 Dimensions of Leadership
Strategic Skills Behavioral Skills Task Skills

17 3 Dimensions of Leadership Ideal Career Path
Inside the leadership box Strategic Skills Behavioral Skills Task Skills

18 Why we make these changes How we communicate and coach these changes
3 Dimensions of Leadership The Leadership Story that Aligns Effective Action Strategic Skills Why we make these changes Behavioral Skills How we communicate and coach these changes Business Culture Accomplishment Task Skills What we change and how


20 Measuring Leaders & Organization Results
Sprit of ABL Video

21 Part 1: Overview What is connection to company goals?
How does this help me achieve my departmental goals? Why is this important? How will we do it? Who are external partners? Will we debunk organization myths? SOAR model vs. SWOT Part 1: ABL Overview

22 Part 2: On-Boarding Pilot Participants
eLearning Orientation- Internal Branding of ABL Is this a meaningful addition to my daily work? Does ABL impact my career future? Is the Enterprise really committed?

23 Part 3: Planning New Culture
Pre-Assessment Observation EI self-score TKI Conflict Mgmt. tool Standards Explained Individual Behaviors- Sponsor Planning & Review Observations & Feedback Peer Review Coaching Tool Kit SI Teams- Charter Team Milestones Reinforce Org. Effectiveness Behaviors to shift Culture Enterprise Level Effort Field Guide to Best Practices Display Leadership- Cross-Team Forum Exchanges CEO & EMT Involved in Forums EMT & Team Milestone Reviews Part 3: Planning New Culture Post/Transfer/ Implementation Measures Strategic Business Behaviors Peer Coaching Assignments Cultural Capabilities-Pulse Surveys Orientation- Form the cohort during orientation session. Early use of coaching models, feedback tools, and team development exercises Sponsor planning and period review sessions create better understanding of development targets & Leadership Code behaviors being measured at pre/mid/post periods Peer Review-Emphasis on working with peer at early stage. Core is feedback through peer coaching, and likely to sustaining behaviors. Ties to individual insights that are shared in team. Charter team expectations early with EMT Sponsors. Strategic Advisors benefit greatly from specific guidance on team goals and schedule for achievement Enterprise Level activities require: 1) development of team decision-making; 2) upward communications to senior leadership and stakeholders; 3) team negotiation strategies; and 4) Alignment to Future objectives. EMT reviews of team milestones in presence of Strategic Advisor provides opportunity for SA to prepare the team, participate in team development (improvement) discussion, and post-action reviews Peer Coaching assignments need to begin earlier in the cycle, and continue during transfer period SENSITIVE AROUND ASSESSMENT- SCORE PRE-OBSERVATIONS, EXERCISE TO FOLLOW, sensing EI scores. Observations of behaviors. Representations of behaviors, early observations. Charter Team Milestones- Sponsor- discussion of EI, AF, OB, what the individual will contribute from the team part. The peer review and coaching are the things reinforce. HRO was asking Daniel for more. Bob asking Daniel to have minimal input into HRO. Agreement on milestones. Enterprise level. Organization Effectiveness inputs from advisor. Influence each other. Fully understand the org. politics. Teams need to work through each other. Need to be as clear as possible. Aligned conversation upfront. Some focused on individual, some on culture. Some on teams. See success at the enterprise level. Mentioned initiatives they are driving for self today. Not see how it drives from individual influence to cross-teams. Ultimate goals of globalization. How can we expand that thinking? Aligning that current work to future. Work in progress. Dialing back on interpersonal mastery, dialing up on shared vision and execution. Grade enhancements, Need to know what ABL teams are expected to build contributions to future. EMT & Team Milestone Reviews- Forums are important environments to interrupt 17 years of drift to short term execution, show off behaviors being interrupted. Displaying leadership eLearning Orientation eLearning Orientation- Internal Branding of ABL

24 Part 4: Reinforcing Behaviors

25 Rowhill Team Roles Strategic Advisor Executive Coach
Partnership Effort Elevates Team agenda to higher level of output Provides reinforcement of best business practices with team leader and individual members Supports learning content that is vital to Team implementation plan Facilitates Cross-Quad sessions to elevate issues to enterprise level of awareness Recommends Learning Forum activities that reinforce cross-team collaboration Reinforces personal proficiency as leader pursues development plan over six months Provides leadership tool kit for accomplishing current tasks Assist leaders in applying skills with higher levels of proficiency Observes and provides structured feedback to leaders Works with sponsor(s) on individual development plans Building business perspective and proficiency for business leaders at enterprise level Team Quad Sessions Co-facilitate & debrief ABL Cross-Quad Sessions Briefing of sponsor

26 CEO & EMT as Architects of ABL Strategic Initiatives
Developing Strategists

27 Part 4: Reinforcing Behaviors

28 Part 5: Implementing Culture

29 Part 5: Implementing Culture Sustaining Enterprise Actions- Active Human Capital Planning Cycle
EQUATE Strategic Initiatives Strategic Organization Design Strategic & Annual Workforce Planning Succession Planning Assessment Cultural Capability Survey Organization Department Competency Assessments Leadership Assessment Technical Assessment Behavioral Assessment Employee Performance Appraisals Measurement and Reporting Optimization Development Induction & Integration On-the-job Development Job-specific training Role Rotation / Role Enlargement Performance-based Development Competency Development (Gap closure) High-potential Development Technical Mentoring / Technology Expert Future Leader Development Leadership Development Executive Coaching The EQUATE Culture and Brand Engagement Initiatives Development Opportunities Competitive salaries and incentives Attractive Benefits Package Reward and Recognition System June 2013

30 Part 5: Implementing Culture- Integrating ABL & Talent Reviewer Development Plan to Reality
Plan Filters Leader Development Plan Leaders Internal Assessment Knowledge and Skills Building External Assessment Competency Application Executive Presence People or Technical Leader? Corporate Social Responsibility SLIDE NOTES: Here you can see the process we take in preparing a Leader Development Plan. After we conduct our internal and external assessments, the EMT will finalize identification of our Leaders as People or Technical Leaders and assignment to the appropriate Leadership Group. The Leader Development Plan has four categories that development activities will identified from. These include Knowledge and Skills Building, Competency Application, Executive Presence and Corporate Social Responsibility. Coaching and Mentoring will also be an important aspect of the Leader’s development. Of course, there may also be some who do not require further development. In these cases the respective EMT will work out an appropriate solution. Today we are concentrating on the selection of the Leadership Group for each Leader. Mentoring / Coaching Leadership Group Assignment No Further Development Required

31 Metric – shows collective performance outcomes
Part 5. Implementing Culture: Measurement Stages for Cohort 1 (August 2013) Pre Assessment – Reviews current capabilities against the behavior standards (October 2013)- Mid-Term Assessment of current capabilities against the behavior standards (December 2013) Post Test – measurement of acquisition of standards/skills (May 2014) Transfer – measurement of application of standards/skills (December, 2014) Metric Result – measurement of the influence the applied behavior changes made on organizational metrics Pre/Mid-Term/Post/Transfer – shows acquisition and application of behaviors Metric – shows collective performance outcomes


33 Individual Pre/Post Test

34 Part 1: Overview Objectives with Behavioral Standards

35 Part 6: Organizational Effectiveness
Is management part of the problem? Are we creating bottlenecks that impact the company future? How do we overcome cultural barriers that punish leaders doing exactly what we ask them to do? Examples- Sustaining departmental silos at cost of enterprise Rewarding only short-term thinking Not defining how operational leaders take decisions up the organization to address dilemmas (wicked issues or dilemmas) Part 6: Organizational Effectiveness

36 Part 6: Organizational Effectiveness

37 Lessons Learned Informal Start to See Vision Social
Encourages to Continue 80/20 Formal Sustainability in Human Capital We must unlearn (STOP) before we can see our future Spirit of ABL Video

38 Thank You for Attending!
For further information contact: Jim Sheegog +1 (919) -

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