Note: Red boxes indicate where slides will need to be customized for each organization Building Future Leaders Session 1: Kickoff and identify current/future.

Note: Red boxes indicate where slides will need to be customized for each organization
Building Future Leaders Session 1: Kickoff and identify current/future leadership needs Leading for Impact

Agenda for today (90-120 minutes)
3_85 Agenda for today ( minutes) Review project process (20 minutes) Review survey results (20 minutes) Discuss current/future needs (40-70 minutes) Discuss next steps, including pre-work for next session (10 minutes) Note: Meeting duration (and time for current/future needs discussion) will depend on whether they already have any competencies

First, let’s confirm the scope of this project
5_85 First, let’s confirm the scope of this project The project will focus on the senior team and your direct reports We will do a talent review and development plans for the direct reports of the senior team We will discuss how/if you want to roll-out the revised processes beyond the senior team’s direct reports We will build on what you already have in place We will build on your existing content, e.g., competencies, review forms (see Appendix for full detail on where you are today) We will adapt the project to your existing annual and mid-year review cycles Note: Add any additional relevant details re: scope

A quick look at the project ahead (1/3)
13_84 14_84 26_84 33_84 A quick look at the project ahead (1/3) EXAMPLES First, we’ll review and supplement your existing competencies to result in job and leadership competencies that reflect your current and future needs… Job competency Accountability: Meets agreed-upon job functions and tasks; completes work according to deadlines and at a high quality. Leadership competency Problem solving: Identifies and analyzes problems; weighs relevance and accuracy of information; generates and evaluates alternative solutions; makes recommendations. Note: Customize these pages as needed to reflect what they already have in place …And we’ll create scaled definitions of each job and leadership competency TEMPLATE These competencies will define the two axes of the Performance/ Potential matrix—and you’ll use the matrix in the talent review process to identify development goals (Continued on next slide)

13_84 17_84 21_84 A quick look at the project ahead (2/3) Example Coming out of the talent review, you will link the 2-4 development goals to competencies for each direct report… …And then you’ll co-create a 70/20/10 development plan with each direct report that will map out how you’ll develop that person over the next year TEMPLATE Finally, you’ll draw on your understanding of your direct reports to create a succession plan for your position… Example (Continued on next slide)

13_84 A quick look at the project ahead (3/3) …Along the way, we’ll also discuss performance evaluation forms and whether you want to revise what you already have We’ll also figure out how to communicate with staff about changing processes and roll them out to align with your existing review cycle… TEMPLATE …And we’ll leave you with an action plan to fully implement these new processes in the coming months

We propose to do this work in five sessions
41_84 We propose to do this work in five sessions Note: Insert dates (just the month) next to each session to show when the client will have each of these 5 sessions Session 1: Kickoff and identify current/future leadership needs Identify (via leadership diagnostic survey) where current management practices are effective (or not) in building leaders. Assess current and future needs to understand the kind of talent the organization requires. [month] Session 2: Develop competencies and plan communications Create (or refine from existing) leadership and job-specific competencies tailored to the organization. Create a plan for communicating changes in leadership development processes to staff. [month] Session 3: Conduct talent review Apply your newly-developed competencies for evaluating performance to holistically assess direct reports [month] Session 4: Co-create development plans and create succession plans Translate assessments of individual team members into actionable development plans anchored in job-embedded learning. Create succession plans for leadership positions. [month] Session 5: Set goals and create action plan Set goals for the continuous improvement of your leadership development efforts and develop a plan to track progress [month]

Working session with Bridgespan
4_84 34_84 We will follow some variation of this structure around each working session Working session with Bridgespan Individual work Team meeting + Watch a short video and complete an individual assignment Discuss individual responses and complete a team assignment in preparation for the working session with Bridgespan With full team: Discuss implications of team assignment Note: There won’t be a team meeting/pre-work required before every session

Everyone on the team has a role to play
14_84 10_84 9_84 8_84 Everyone on the team has a role to play Project lead CEO Senior team Advisor Key roles Coordinates the project Helps facilitate team discussion Primary contact with Bridgespan Champions the project Helps facilitate team discussions Carries out the project Consists of direct reports to CEO Structures and guides project Available during and in between check-in calls Five working sessions (~monthly) Additional short check-ins with Bridgespan (as needed) Five working sessions (~monthly) Additional calls with TBG advisor (on occasion) Five working sessions (~monthly) All team and individual calls and meetings Required meetings

6_85 Agenda for today ( minutes) Review project process (20 minutes) Review survey results (20 minutes) Discuss current/future needs (40-70 minutes) Discuss next steps, including pre-work for next session (10 minutes)

11_85 Let’s summarize the results of the leadership diagnostic results, drawing on your pre-work reflection What do you see as your organization’s main strengths in developing leaders? What do you see as your organization’s main challenges in developing leaders? What part of this project do you think will be most valuable for your organization?

9_85 13_85 14_85 15_85 16_85 17_85 18_84 As pre-work, you watched a video that explained how to think about your present and future needs Preeta and Kirk: This slide assumes that we’ve updated the “understanding future needs” video to change the language to “skills, capabilities and knowledge” (rather than just “capabilities”, which is the language in the current video) Step 1 Step 2 Step 3 Anchor on strategic priorities Identify skills, capabilities and knowledge Determine the roles to add or change What are my organization’s strategic priorities over the next few years? Identify the priorities that may require a shirt – e.g., you’re trying something new, growing a program, etc. What are the skills, capabilities and knowledge that my organization will need in order to execute on our strategic priorities? Where should these competencies reside in the organization? Which roles will we need? Where do these roles belong (which program or department)? Today, we will talk through the skills, capabilities and knowledge you identified, and will begin evolving these into job and leadership competencies

What does your organization need today?
Let’s talk through the pre-work that you did for today to align on present and future needs What does your organization need today? General capabilities/skills/knowledge required List general capabilities/skills/knowledge that your organization needs now Note: Paste in this template from their pre-work which they should have sent (populated) in advance of the meeting. If they haven’t sent this, Bridgespan will just talk through it with them As they identify capabilities/skills/ knowledge, Bridgespan will take notes and start to group these into “job competencies” and “leadership competencies” buckets PRESENT What would you add or change (from above) given the strategic priorities? Strategic priorities New or strengthened capabilities/skills/knowledge required Roles to add or change Write strategic priority #1 here List new or strengthened capabilities required to achieve this priority List roles to add or change to incorporate the capabilities you identified Strategic priority #2 (if applies) Capabilities Roles Strategic priority #3 (if applies) FUTURE

Note: Insert pre-work deadline
3_85 Next steps Bridgespan: Compile draft list of job and leadership competencies (based on our discussion today) and send to you Each member of leadership team: Complete pre-work for Session 2 (on upcoming slides) Send team pre-work to Bridgespan by [date] Note: Insert pre-work deadline

Session 2 with Bridgespan
24_84 28_84 Pre-work for Session 2 Individual work Team meeting Session 2 with Bridgespan + Watch video on identifying competencies Review draft list of job and leadership competencies; make edits Draft early stage/ proficient/advanced definitions for each competency Agree on the list of job and leadership competencies and the definitions of early stage/ proficient/advanced for each competency Project Lead sends synthesized team work to Bridgespan Refine job and leadership competencies definitions of each Discuss talking points for communicating to staff Discuss next steps, including pre-work for next session

Individual Work Video on identifying competencies
IN SLIDESHOW MODE, CLICK HERE TO OPEN VIDEO IN YOUR BROWSER Or view video online: Use slideshow mode to click directly on link

Individual Work: Review draft list of job and leadership competencies
Bridgespan to send a draft of your organization’s job and leadership competencies after Session 1

Individual Work: Draft scale definitions for each competency (1/2)
Job competencies Job competency Early stage Proficient Advanced

Individual Work: Draft scale definitions for each competency (2/2)
Leadership competencies Leadership competency Early stage Proficient Advanced

Team Work: Agree on the scale definitions for each competency (1/2)
Job competencies Job competency Early stage Proficient Advanced

Team Work: Agree on the scale definitions for each competency (2/2)
Leadership competencies Leadership competency Early stage Proficient Advanced

Appendix Where you are today

Our understanding of where you are today re: leadership development
Performance review processes Element Where you are today Timeline of key activities (e.g., review deadline, frequency) Performance criteria used Note: Bridgespan will populate this in advance of Session 1 with the call with the project lead/CEO and the documents sent; if any gaps remain, fill them out at Session 1 Leadership development processes Element Where you are today Description of current approach to development plans Description of existing development supports (e.g., training curricula, mentoring programs) Existence of succession plans for CEO and leadership team positions Existence of leadership goals/targets (e.g., on dashboard)

Over the course of this project, we will prepare you to be at Stage 4 in your leadership development (1/2) Stage 1 Stage 2 Stage 3 Stage 4 Formal goal setting and assessment put in place Job competencies defined, and development added Leadership competencies added, and both performance and leadership potential assessed; formal linkage between assessment and development planning; progress tracked Greater rigor in definitions and application; measuring results, not just activity Note: Use this if needed. The voiceover re: what makes for a good process: Future oriented Assessment based on job goals, but also competencies that are future oriented – job and leadership related Development linked to assessment – and primary focus of what you do Clear targets for talent development and how this improves organizational performance

Over the course of this project, we will prepare you to be at Stage 4 in your leadership development (2/2) Assessment Stage 1 Stage 2 Stage 3 Stage 4 Job-specific: annual goals X Demonstrated performance vs. annual job-specific goals General job competencies: development goals Specific job competencies: development goals Assessment vs. job competency goals Leadership competencies: development goals Assessment vs. leadership competency goals All competencies defined & scaled (e.g. good, better, best) Performance and Potential Assessed (using tools such as PxP matrix) Development General Development areas Development goals linked to competencies 70/20/10 development plan Common development needs (competency based) identified organization-wide Measures and Tracking Activity Measures (e.g. % development plans completed) Tracking, reporting, and learning (e.g. development goals part of management evaluation – individual and team) Organization improvement (e.g. goals set to improve organization productivity)

Note: Red boxes indicate where slides will need to be customized for each organization Building Future Leaders Session 1: Kickoff and identify current/future.

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Note: Red boxes indicate where slides will need to be customized for each organization Building Future Leaders Session 1: Kickoff and identify current/future.

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Presentation on theme: "Note: Red boxes indicate where slides will need to be customized for each organization Building Future Leaders Session 1: Kickoff and identify current/future."— Presentation transcript:

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