1. Identifying and Developing Talent in a Technology Business EPSE Class of 2016 November 3, 2015

3. “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” John Quincy Adams, 6 th President of the United States

4. Holistic approach Empower people Challenging tasks Formal training But how to find & develop leaders?

6. We Consulted Widely to Identify Key Findings Literature Surveys Interviews Analysis Competencies Identification Development Good practice Six groups, seven weeks, intensive seminar series, 27 people from 11 San Diego companies How can we best bring success to our organization through effective leadership development?

7. Key Competencies (Kevin Andrew)

8. Leadership vs Management Key competencies to focus on, best to start with a good foundation The building blocks of a good or great leader

10. Communication Ties it All Together Without effective communication, our teams are: “Communication is the real workhorse of leadership” – Nitin Nohria, Dean of Harvard Business School

11. Conflict Management Conflict is inevitable Managers have to encourage “beneficial” conflict Leaders embrace it Active Listening Focus on issues, not people Facilitate discussion Preserve relationships

12. Creating Leaders Starts with character qualities and builds from there Necessary to identify individuals with drive and an entrepreneurial spirit

13. Identifying Future Leaders (Tony Hamel)

14. Are we using consistent methods of identification? What primary method do you use when identifying high potential employees? 1 Combination of formal and informal assessments9 / 39% 2 Informal assessments8 / 35% 3 Recommendation of peers and managers5 / 22% 4 Formal systematic assessments1 / 4% 5 Performance ratings0 / 0% Do you feel the company does enough to identify and develop high potential employees? “…needs more consistency.” “There’s always more that companies could do …” “We can always do better. “ “No, we can always do more. “ “…we need to spend more time doing it… “ What tools do organizations use to identify high potential candidates? Do you believe the company has formal management training and/or succession planning that look at employees within? only 29 percent of respondents reported being “very satisfied” or “satisfied” with their organization’s current process for identifying high- potential employees

15. Formal identification methods Personality and leadership evaluation tools Subjective assessments and rankings Annual Reviews 360° feedback Discretionary Compensation Succession Planning

16. What are the most effective methods? “To an extent, leadership is like beauty: It's hard to define, but you know it when you see it.” – Warren Bennis High Performance Challenging Assignments Curiosity and Drive Emotional Intelligence

17. Developing Leadership (Peter McInerney)

18. Developing Future Leaders Genius vs. leader – development requires different model Mixed approach for leadership development Practical (challenging!) Coaching (mentorship!) Training (tailored!)

19. Developing Future Leaders Non-structured vs. structured development in an organization o Better odds o Alignment with organization’s goals OR

20. Common Themes and Learning (Raul Munguia)

21. Common Themes and High Points High potential candidates represent only 3% to 5% of the total talent pool Common factors of high potentials a) drive to excel b) catalytic learning capability c) enterprising spirit d) dynamic sensors

22. Having structured/formalized programs for identification and development of potential managers/leaders is best practice Does an organization inform the high potential of their status? Common Themes and High Points

23. Recommendations (Valerie Uzzell)

24. In a hurry Peter principle Technical ability Longevity How NOT to Identify Future Leaders

25. In a hurry Peter principle Technical ability Longevity How NOT to Identify Future Leaders How BEST to Identify Future Leaders Careful planning Growth Potential Interpersonal Skills Record of Success Provide Opportunity

26. How NOT to Develop Future Leaders Ad hoc Low priority Restrict opportunity

27. Ad hoc Low priority Restrict opportunity How NOT to Develop Future Leaders How BEST to Develop Future Leaders Formal program High priority Stretch goals Cross-training Mentorship

29. Acknowledgments: EPSE class of 2015