1. IHRIM Managing & Developing Talent June 23, 2016 Presented by: Val Markos Vmark Consulting

2. QUALIFYING SPEEDS OF THE INDY 500 1912 2012

3. 70-20-10 PRINCIPLE OF DEVELOPMENT 20% - Relationships e.g., feedback on the job, mentors, peers, 360 feedback 10% - Executive education and training programs 70% - Experience 15% - Off the job experiences e.g., Community involvement, industry associations 55% - Challenging on the job experiences e.g., new job assignments and in-place development assignments 20% 10% 55% 15% HOW DO WE DEVELOP? Taken from The Lessons of Experience, McCall, M., Lombardo, M, Morrison, A.

4. What experiences help us grow?  Start-up  Turn-around  Increase in scope/responsibility  Staff to Line or Line to Staff  Supervisory  Projects/Tasks Forces  Hardships  ??? HOW DO WE DEVELOP?

5. How do relationships help us grow?  Supervisors—Good & Bad  Coaches  Mentors  Networks  360 Feedback  ???? HOW DO WE DEVELOP?

6. PATHBUILDERS WHO IS RESPONSIBLE FOR TALENT DEVELOPMENT?

7. THREE SIGNIFICANT ROLES IN TALENT DEVELOPMENT Organization Supervisor Individual

8. THREE SIGNIFICANT ROLES IN TALENT DEVELOPMENT Organization Supervisor Individual What is your role?

9.  It is your career – Own it!  Do you have a career goal? And a plan to get there?  Do you “build in” development on a regular basis?  Do you seek and accept “stretch” assignments?  Do you build in reflection time to evaluate how you are doing?  Do you seek (and welcome) feedback? YOU AS AN INDIVIDUAL

10. YOU AS A SUPERVISOR  Do you know your talent and your talent needs?  Are you always on the lookout for talent?  Do your directs have development plans?  Do you balance performance and development in making assignments?  Do you give good development feedback?  Do you have a successor for your role?

11. YOU AS A LEADER OF YOUR ORGANIZATION  Do you articulate what is important – skills, values, behaviors, etc. in your organization?  Do you have a development plan and let others know you have one?  Do you balance performance and development in making selection decisions in your organization? Do you assure others do?  Do you mentor and assure your leadership team does also?  Do you allow some “toe stubbing” in new and stretch assignments?

12.  Provide Opportunity for Growth  Open Doors/Provide Exposure to Senior Leaders  Coach – Developing Skills & Mitigating Flaws  Demand Excellence – Raise the Bar & Inspire  Model – “Watch Me. Listen to Me.”  Mentor – Give Career Advice and Counsel Taken from “Catalytic Converters: How Exceptional Bosses Develop Leaders” Morgan McCall & Jeffrey McHenry 2014 Exceptional Talent Developers

13. PLAYER / COACH: BILL RUSSELL

14.  Urgent vs. important  Comfortable in the function vs. stretch  Must play your role. What is it ONLY you can do? Exercise – How do I spend my time? PLAYER / COACH SYNDROME

15. HOW DO YOU SPEND YOUR TIME? CURRENT RESPONSIBILITIES % OF YOUR TIME Communicating with senior leadership Shepherding projects / clearing roadblocks Doing individual work / being a subject matter expert Managing and developing people Focusing on personal development Other STOP - START - CONTINUE    

16. Val Markos Vmark Consulting +1 (770) 368.8454 val@vmarkconsulting.com