global leadership forecast 2012

The Talent Issue in 2012 : Leadership

Current Situation

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http://2012earth.net/global_economic_crisis_2012.html

How we do treat the problems ?

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Desirable Expected

Undesirable

Expected

Desirable Unexpecte

dCrisis

zvezdan.horvat@asee.biz

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The World is Facing an Economic Crisis

The World in your hands……………….

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Inspiring from this movie……

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and so many others

Leadership quotes………

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Matching Key Business Goals with Executive Talent

8 04/11/20231 9 T H A N N U A L E X E C U N E T R E P O R T 2011 Executive Job Market Intelligence Report

Mission – Critical Corporate Objectives for 2012

1. Attracting new customers / Increasing market share

2. Expanding Existing products and services

3. Launching new products and services

4. Focusing on our current core competencies, products and services

5. Investing in innovation to develop new competencies, products or services for the future AND Investing in / fostering innovation (tie)

Most Sought After by Employers

1. Ability to build and lead high performance teams

2. Industry – specific experience

3. Leadership skills

4. Strategy and execution leadership

5. Change agent

Hardest to find for recruiters

1. Industry – specific experience

2. Ability to build and lead high performance teams

3. Strategy and execution leadership

4. Leadership skills

5. Functional / technical expertise

Most Sought – After and Hardest to Find Executive Characteristics, according to executive search consultants

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Overlapping Needs

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Leadership Function

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http://www.lmcuk.com/insight/a-lesson-in-leadership-and-change

Engagement Level by Generation

Gen Y Gen X Baby Boomers Traditionalists

20%

25%

36%

52%

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Global Leadership Forecast 2011 Jazmine Boatman, Ph. D., Rich Wellins, Ph. D., and Aviel Selkovits DDI Report

Effectiveness of Leadership Development

HR LDR

7% 5%

18%14%

40% 44%

29% 30%

6% 7%

Very High

High

Moderate

Low

Very Low

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Development Dimensions International, Inc., MMXI. All rights reserved.

Overall Quality of Leadership

HR LDR

3% 3%

28%21%

43%39%

22%31%

4% 7%

Excellent

Very Good

Good

Fair

Poor

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Development Dimensions International, Inc., MMXI. All rights reserved.

Confidence in Skills most Needed for Future Success

Driving and managing change

Identifying and developing future talent

Fostering creativity and innovation

Coaching and developing others

Executing organizational strategy

50%

51%

50%

50%

52%

58%

58%

49%

58%

61%

Others Gen Y

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Development Dimensions International, Inc., MMXI. All rights reserved.

Critical Skills Needed in The Next 3 years

8. Making difficult decisions

7. Improving employee engagemen

6. Building customer satisfaction and loyalty

5. Executing organizational strategy

4. Coaching and developing others

3. Fostering creativity and innovation

2. Identifying and developing future talent

1. Driving and managing change

22%

27%

16%

30%

26%

39%

32%

40%

23%

24%

26%

32%

32%

35%

36%

48%

Global Indonesia

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Percent of Leaders Who Report the Skill as Most Critical

(order based on the global findings Globalleadershipforecast2011 Indonesia Highlights

The Essentials of Executive Potential

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Percentile Ranking

Leader with No outstanding Strengths

Leader with One

….Two

….Three

….Four

….Five

34

64

72

81

89

91

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Five dimension of Leadership

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Adaption from five aspects of the centered leadership model and how they interact, McKinsey’s & Company Center

What Skills will Magnify My Strengths ?

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What Skills will Magnify My Strengths ?

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Management Culture Killers

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Strategic and key business decisions are made mostly by those in positions of power, with very few opportunities for open discussion 61

%Organizational structure is soloed, rigid, and hierarchical 54

%Our management processes (e.g., strategic planning) are highly bureaucratic and often a nuisance 44

%Senior leaders are the primary visionaries and creators

43 %We almost exclusively focus on

top/bottom-line growth41 %Power and influence are held by

those who value the status quo38 %Status and influence are based on

a person’s formal position and accumulated power 37

%Our company has a set of values and aspirations, but they hold little meaning to most employees32

% ● Percent of Leaders Who Agree with Statement Development Dimensions International, Inc., MMXI. All rights reserved.

Management Culture Statements by Factor

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globalleadershipforecast2011_singaporehighlights_tr_ddi.pdf

Driving Business Through Leadership Practices

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Globalleadershipforecast2011 Indonesia Highlights

2011 and 2012 Leadership Development Budget Changes

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Globalleadershipforecast2011 Indonesia Highlights

Payoff of Higher Leadership Quality

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Note*: Employee engagement reflects percent that are highly engaged

Development Dimensions International, Inc., MMXI. All rights reserved.

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5th Level of Leadership

5. Person Hood

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Follow because they BELIEVE

in you

Follow because they LIKE you

Follow because they HAVE TO

Follow because they TRUST in you

Follow because they ADORE

you

The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You John C. Maxwell

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Talent Leadership and Management roles

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Role Leadership challenge

Talent Spotter What talent do I need and how can Ispot it?

Talent Coach How can I bring out the best inpeople when it matters most?

Talent Blender How can I blend the available talentto get maximum performance?

Talent Conductor How can I create a flow of talentedpeople?

Talent Management What will attract talented people andkeep them for longer?

Talent leadership and management roles (Taken from Cross, 2007), Developing Successful Leadership, © Springer Science+Business Media B.V. 2010

Importance / Effectiveness of Talent Management

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Development Dimensions International, Inc., MMXI. All rights reserved.

Frequency and Effectiveness of Various Development Methods

Virtual classroom

Coaching with external coaches

Coaching with internal coaches (other than your manager)

Web-based learning (online, self-study courses)

Movement to a different position to develop targeted skills

Special projects or assignments

Coaching from managers

Formal workshops, courses, seminars

28%

37%

45%

44%

47%

66%

63%

73%

27%

27%

39%

43%

47%

68%

68%

81%

Percent of organizations that use the method often

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Development Dimensions International, Inc., MMXI. All rights reserved.

Leadership Communication Model

Communication Action

Visualizing and Verbalizing the message

Describing the steps the organization needs to take to

fulfill the vision

Defining individual roles and team responsibilities

Advising, counseling and listening

Recognize the contributions of others

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Leadership Process

Vision

Plan

Delegate

Coach

Motivate

Communication Paradigm Shift

PAST

• Point-to-point

• Linear

• Pre-defined

• Prediction

LINEAR WORK

WHAT IS THE SEQUENCE?

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TODAY

• Context based

• Temporal

• Emergent

• Responsiveness

CREATIVE WORK

WHAT IS THE CONTEXT?

The Ten Golden Rules

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The 21 Irrefutable Laws of Leadership are

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Leadership ability determines a person’s level of effectiveness1. The Law of the Lid

The true measure of leadership is influence – nothing more, nothing less2. The Law of Influence

Leadership develops daily, not in a day3. The Law of Process

Anyone can steer the ship, but it takes a leader to chart the course.

4. The Law of Navigation

When the real leader speaks, people listen

5. The Law of E.F. Hutton

Trust is the foundation of leadership6. The Law of Solid Ground

People naturally follow leaders stronger than themselves7. The Law of Respect

Leaders evaluate everything with a leadership bias8. The Law of Intuition

Who you are is who you attract9. The Law of Magnetism

Leaders touch a heart before they ask for a hand

10. The Law of Connection

The 21 Irrefutable Laws of Leadership are cont’

•A leader’s potential is determined by those closest to him

11. The Law of the Inner Circle

•Only secure leaders give power to others

12. The Law of Empowerment

•It takes a leader to raise up a leader

13. The Law of Production

•People buy into the leader, then the vision

14. The Law of Buy-In

•Leaders find a way for the team to win.

15. The Law of Victory

•Momentum is a leader’s best friend

16. The Law of the Big Mo

•Leaders understand that activity is not necessarily accomplishment

17. The Law of Priorities

•A leader must give up to go up

18. The Law of Sacrifice

•When to lead is as important as what to do and where to go

19. The Law of Timing

•To add growth, lead followers – to multiply, lead leaders

20. The Law of Explosive Growth

•A leader’s lasting value is measured by succession

21. The Law of Legacy

39 04/11/2023The 21 Irrefutable Laws of Leadership by John Maxwell Natural Church Development – Empowering Leadership Review Notes Prepared by Greg Langille – July, 1999

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Take Home Message

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1. Recognize Organizational Problem

2. Call for Help

3. Address the Issue

4. Apply Resolution

This Topic will be continued in the next topic : Next Generation LEADER : Ready to step up, or step

out?

43

for more information on these slides can email to: mochkurniawan99@gmail.com