3. © Kantar Worldpanel LatAm

4. © Kantar Worldpanel To grow future leaders who will eventually work at a senior level (at country or global level) Have a succession plan and pipeline of individuals for senior roles in the emerging markets (ie Operations Director, Commercial Director, Country Managers) To create regionally mobile workforce able to lead KWP in its next stage of growth and performance Why Rising Leaders – what’s the value?

5. © Kantar Worldpanel What the Rising Leaders programme is A 3 year accelerated development programme for Latam and Asia (& India) to launch in 2012 For our top middle management To have people ready for senior regional roles in 2-3 years Linked to Kantar talent review process - participants selected by the business Learning & development aligned to 70/20/10 principle – 70 on the job / 20 coaching / 10 training Learning process - 6 workshops, a mentor, project work, one to ones with MD Long Term Incentive Plan to be paid at the end of the programme Top talent from diverse cultures and countries to ensure a consistent level of expertise

6. © Kantar Worldpanel Programme Overview Dominate Expand Connect Individual strengths & development areas Regional strategy & competency gaps The programme will be shaped around 3 key elements: 2. The Regional Strategy - Looking to where the region wants to be and identifying the learning gaps to bridge 1.The Global Strategy - Core elements to drive consistent global learning 3. Rising Leaders - Building and shaping the programme outcomes to stretch and bridge development needs

7. © Kantar Worldpanel Key measures of success AreaMetrics GlobalPeopleIncreased leadership capability, Feedback from the programme, Succession RegionalPeopleTurnover, TRiM, appraisal completion, succession plan for team, personal network, ClientCSS, client feedback, Trusted Advisor shift RevenueTargets, exposure to accounts & projects, performance shift PersonalKantar 360, feedback from manager (& mentor), competence shift, level of influence

8. © Kantar Worldpanel Who’s involved WhoActivity Regional boardMentoring Ongoing Coaching Workshop support - Attendance / sponsorship of one of core training programmes Board activity (assessment & recommendations of projects) Line ManagerCoaching Allow space for learning Allow space for implementation Pre training meetings Post training meetings On the job support YouAttend 6 training workshops over 2 years Pre and post learning Mentee activities Project work Recommendations Network building

9. © Kantar Worldpanel The Learning Process – Yr 1 Launch & leadership People & Organisation Project 1 – employee engagement Module 1 October 2012 Mentor / mentee matching Meeting 1 Ongoing Mentor kick off November 2012 Growing & Winning Business Project 2 Module 2 March 2013

10. © Kantar Worldpanel 5. The Learning Process – Yr 2 Commercial Acumen Project 3 Module 3 July 2013 Working Across Cultures Project 4 Module 4 October 2013 Business Strategy Project 5 Module 5 February 2014

11. © Kantar Worldpanel The Learning Process – Yr 3 Your module 6-12 month project Module 6 June 2014 Recommendations Board update 2014 Transition Next steps October 2014

12. © Kantar Worldpanel The Learning Process mechanics Education -Workshops -Self directed -eLearning Exposure -Mentoring -Coaching Experience -Projects -Linked to learning work -Exec sponsorship -Network -On the Job 10%20% 70%

13. Agenda

14. Leaders Require Leadership “Leadership, the art of getting someone else to do something you want done, because he wants to do it” Dwight E Eisenhower “There is no future in any job, the future lies with the job holder” George Crane Therefore engaging people is critical!

15. Engaging Employees Clarity on your definition of success Communicate why and how their work is important Demonstrate your own trust and empathy Creating the right environment to leverage strength and contribution

16. Building Your Network Name WHO THEY ARE? WHAT HELP I NEED? HOW WILL I CONNECT? Name YOU

17. Measuring Success WHAT CAN YOU DO TO IMPROVE RETENTION? LABOUR TURNOVER WHAT ARE YOUR TRIM SCORES AND WHERE ARE THE OPPORTUNITIES TO IMPROVE? TRIM WHO ARE YOU DEVELOPING FOR THE FUTURE OR FOR YOUR ROLE? TEAM SUCCESSION PLAN WHERE ARE YOUR TEAM’S ENGAGEMENT GAPS? ENGAGEMENT SURVEYCSS

18. A Balanced Approach Financial Personal Customer People Innovation

19. Why Should Anyone Be Led by You?

20. The 4 Pillars HOW WILL YOU MAKE THE WORK OF OTHERS MEANINGFUL? WHAT WILL COMPEL OTHERS TO HIGHER LEVELS OF PERFORMANCE HOW CAN DO YOU SHOW UP AS A LEADER? HOW WILL DO YOU DEVELOP A SENSE OF BELONGING? COMMUNITYAUTHENTICITY SIGNIFICANCEEXCITEMENT

21. Followers have a deeply-rooted desire to belong, to feel part of something bigger. They need relationships with others and not just the leader. Leaders can meet this need by helping people connect to others as well as to the overall purpose of the organisation. COMMUNITY

22. Building a team identity that is inclusive. Balancing the need for a strong team identity with the need to be connected to the rest of the organisation. Building the team by leveraging individual’s unique strengths Helping others establish relationships with those outside the immediate team. Taking actions to ensure that the people you lead know they are valued members of the team. Helping people find ways to connect with others. Creating practices that bring team members together. Embracing new team members so that they feel welcomed. Community

23. AUTHENTICITY Followers want leaders to show who they are beyond job role – to reveal their real human qualities and beliefs. Leaders can meet this need by sharing insights about themselves including personal success and failure.

24. Revealing insights into your personal shortcomings. Demonstrating to others that you are trustworthy. Letting yourself be known on a personal level beyond title or role. Letting your team members know what is unique about you. Demonstrating awareness of how others perceive you Acting consistently with your stated values. Asking more of yourself than you would ask of others. Conveying a consistent underlying message of who you are. Authenticity

25. SIGNIFICANCE Followers need to feel like they matter, that their efforts are worthwhile and meaningful. They need a constant reminder of their importance and recognition for their contributions.

26. 1.Recognising others’ contributions toward achieving the agreed goals. 2.Providing personal feedback that helps each team member leverage his or her own talents. 3.Involving others by always seeking their input. 4.Linking the team’s contributions to the organisation’s success. Demonstrating how others play a vital role in the team’s success. Helping individuals see how their work connects to the organisation's overall goals. Significance

27. EXCITEMENT Followers need to feed off of the energy, enthusiasm and passion of their leader in order to deliver extra effort and exceptional performance. Leaders can meet this need through their passionate commitment to their personal values and their vision.

28. Conveying a passion that energises others. Displaying an intensity that motivates others to higher levels of achievement. Exemplifying expert knowledge of the business/industry. Inspiring others to be great team contributors. Using celebrations to underscore key accomplishments. Demonstrating a sense of urgency to achieve results. Creating an environment that promotes innovation. Convincingly communicating your vision of the project to your stakeholders. Excitement

29. Authentic Leadership Content Clarity of purpose Meaning – benefits/consequences Why do you care? Character Who you are? Strengths you will leverage Shortcomings & vulnerabilities you can declare Communication - Demonstrate Empathy by: Anticipating and acknowledging differences Offering gratitude to those who have made you successful

30. Content Clarity of purpose Being able to clearly communicate the intent of your work including outcomes Meaning Translating your message so that others can see the benefits of action or consequences of inaction Being able to describe your personal motivation to achieve your goals and answering the question – “ Why do you care?”

31. Your Character Who you are? Being able to answer the question, who are you and what do you want requires a great level of self awareness Strengths you will leverage When the moment demands it, being able to sell your strengths to the team in a way that reinforces your credibility Shortcomings & vulnerabilities you can declare

32. Communicating Demonstrate Empathy by: Anticipating and acknowledging differences Offering gratitude to those who have made you successful