Potential — for what? - Hay Group€¦ · Potential — for what? ... Leadership Roles Matrix 18 Leadership Competencies ... successful companies – such as GE, P&G,
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Potential — for what?What every CEO should know – new insights into selecting the right leaders to secure your competitive future.
Contents
Potential — for what? 1
©2006 Hay Group. All Rights Reserved www.haygroup.com
Potential — for what? 2
Break-through approaches to selecting future leaders 3
Is your employee or candidate ready, willing and able 5to take on the next role?
The ‘growth’ factors that enable people to develop over time 8
Derailers: Is it them? Is it you? (It is probably both) 11
Potential — for what? A roadmap 13
Understanding the job and its context 15
Best practices in assessing potential 16
Summary – 5 key steps to Identifying and Managing Potential 17
Leadership Roles Matrix 18
Leadership Competencies 19
FormanyyearsCEOsattheworld’smostsuccessfulcompanies–suchasGE,P&G,BP–haveseentheimportanceofsecuringtheirlongtermcompetitivefuturebyinvestinglargeamountsofmoneyandtimeinidentifyingfutureleaders.Usingawholebatteryofassessmenttechniquesandprocessestheyhaveattemptedtorecruitthebestgraduatesandtosee,earlyintheircareers,whichmanagershadthelongtermpotentialtomakeittothetop:whattheBritisharmyhascalled:“findingtheGeneral’sbattenintheknapsackofthenewrecruits.”
ButinrecentyearsCEOshavebecomemoreconcernedabouttheirmoreimmediatecompetitivefuture:dowehavethetalentandcapabilitytodevelopandimplementthestrategiesthatwillenablesuccessintoday’shighlycompetitiveandchangingbusinessworld?Todaythepressuresforchangearegreaterthanever–fromglobalisation,competition,technology,breakthroughbusinessmodels–whichmeansthattheshelflifeofbothstrategiesandleaderscanbemuchshorter.
AndhereistheCEOsrealconcern:theabilityofleaderstoimplementonetypeofstrategymaynotbethetypeneededtoimplementanother:theskillsetsmaybedifferent,thebehaviorsmaybedifferent,theexperiencesneededmaybedifferent.Forexamplethoseneededtoleadanationallybased,fullyfunctionalcompany,operatinginastablecompetitiveandtechnologicalenvironment,willbeverydifferentfromthoseneededforaleaderinahighlymatrixedglobalorganizationfacingrapidcompetitiveandtechnologicalchange.Butthisisthetransitionmanybusinessesaregoingthrough.
Somemajorcompanieshaverespondedbythrowingoutordowngradingtheirprogramsforbuildinglongtermbench-strengthbecausetheyhavelosttheirconfidenceintheirabilitytopredictthetypeoftalentneeded.Butourresearchshowsthatitisthecompaniesthatcanresistthisresponseandcombineafocusonboththelongtermandtheshorttermwhichhaveenduringsuccess.
Potential — for what?
CEOs at the world’s most successful companies know that they can only safeguard their business’s competitive future if they have the right leaders to develop and implement their strategy. While CEOs know they can also hire external candidates, they also know that the track record of outside hires can be very unpredictable. CEOs and HR Directors from those organizations seen as best by their peers for managing talent, prefer to ensure they develop a good bench-strength of talent from inside their own organizations.
Potential — for what?
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Ourworkshowsthatthoseorganizationsconsideredbestpracticeattalentmanagementbytheirpeersclearlyarticulatewhattalentmanagementmeanstothem:
talent management is the process by which an organization puts the right mechanisms in place to deliver competitive advantage through the effective management of its people. In other words, ensuring the right people are in the right roles at the right time to deliver on strategy now and in the future
ThisdefinitionoftalentmanagementwasusedasthebackgroundtoresearchHayGroupconductedin2006withChiefExecutiveMagazine.Akeyfindingwasthatthe20companiesbestatmanagingtheirtalentconsistentlyoutperformtheirpeersintermsof
returnonshareprice.ThisresearchaffirmssimilarfindingsbytheCorporateLeadershipCouncil,whereastrategicfocusonemployeepotentialwasseenasthesinglemosteffectivestrategyinbuildingareserveofhighqualityleaders.Eightypercentofemployerssawhighpotentialemployeesashalfasproductiveagainovertheaverage.
Bestpracticeorganizationsarenotonlymoreproductive;byconstantlygettingthemanagementofhighpotentialtalentright,theyalsosurviveandwinonintothefuture.Thisisasoberingthoughtwhenyouconsiderthatsincetheinaugurationofthestockmarketindices,fewofthecompaniesoriginallylistedsurvivetodayandevenfewerexistinanythingliketheiroriginalform.Inshort,astrategicandwiseinvestmentintalentmanagementpaysdividends.Attheheartofthatliestheabilitytorecognise–andnurture–thelong-termpotentialofyouremployees.
Best practice organizations are not only more productive; by constantly getting the management of high potential talent right, they also survive and win on into the future.
©2006 Hay Group. All Rights Reserved www.haygroup.com
Break-through approaches to selecting future leaders
Predicting potential, particularly long term potential, is a high-stakes game. You are not just dealing in specifics such as previous performance record, you are deciding where to place the organization’s bets in investing time and resources to develop future leaders.
BecauseofthisHayGrouphasdevelopedtwonew,break-throughapproachestohelporganizationsselecttherightleadersforboththeshortandlongterm:
Aguidetowhatorganizationsshouldplacetheirbetsonintermsofinvestingintheirtalentbyassessingthegrowthfactorsunderpinninglongtermpotential.
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Aselectionroadmaptoidentifythemostsuitableprocessandapproachtoidentifyingtalentatdifferentlevelsinanorganization.
Thesetwinapproachesshouldhelpensurebetterdecisionmakinginrelationtotalent.Howeveritisstilleasytogetitwrong.Justbecausesomeoneisdoingagreatjobintheircurrentposition,itdoesnotmeantheywillautomaticallyperformaswellinanotherrole–andcertainlynotnecessarilyasaleader.Thefalloutfrompromotingsomeonewronglycanbedisastrous,bothfortheindividualandthecompany.Theybecomestressedanddemotivated,theyunderperformandthepeopleworkingforthemthenalsobecomeunhappy.Itisaviciouscircle.Thecompanysuffersbecausetheroleisbeingfulfilledbadly–ornotatall.
Whereacompanydoesmakeamistake,itisimportanttorecogniseitandtakeswiftaction,returningthepersontoarolethatissuitableforthem,wheretheycanagainbesuccessful.Buthowdoyouchoosetherightperson?
First,itisimportanttorecognisethat‘beingastarperformer’isnotanenduringtraitofaperson.Itdoesnotnecessarilycarryoverfromonesituationtothenext.Greatperformanceisastate,theconditionofenjoyingagoodmatchbetweenaperson’scapabilitiesandtherequirementsofthejob–anditlastsaslongasthatmatchstaysinbalance,withchallengesthatareneithertooeasynortoohard.
Second,therearecharactertraitsthatenablepeopletotakebestadvantageoflongtermdevelopmentopportunities.Wecallthese‘growth’factorsandif
2. organizationstaketheseintoaccount,theyarelikelytogetabetterandmoreaccuratereturnontheirinvestmentinleadershipdevelopment.Butgrowthfactorsalonedonotensurethataperson’scareerwillsurviveastretch-to-breakrolechangenorsimplybeinglefttolookaftertheirowncareers.Organizationsconsideredbytheirpeerstobebestattalentmanagementgetthebestreturnontheirinvestmentby:
evaluatingwhohasthegrowthfactorsthatpredictlongtermpotential
evaluatinghowpeople’sabilitiesfitwithspecifictypesofroles,notjustattheircurrentlevelbutalsoathigherlevelsandforrolesinotherfunctions
enhancingpotential,onceidentified,bygivingexperiencesthatactascatalyststoleadershipdevelopmentandgrowth
creatingprocessestoensurethattalentflowsthroughtheorganizationintherightsequenceofrolestomaximizethechancesofpotentialbeingfulfilled
Thispaperfocusesonthefirststep:understandingandevaluatingpotential,andparticularlythegrowthfactors.Thesecondstepisaddressedbya“LeadertoLeader”articleentitled‘Navigating through the new leadership landscape’,availablethroughwww.haygroup.com(forasummary,seepages18&19).ThethirdandfourthstepsarethesubjectsofupcomingpaperstobereleasedbyHayGroupshortly.
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Potential — for what?
It is important to recognise that ‘being a star performer’ is not an enduring trait of a person. It does not necessarily carry over from one situation to the next.
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It is deeper, more personal factors (also known as competencies) that provide the foundation for performance at a superior level.
©2006 Hay Group. All Rights Reserved www.haygroup.com
Whetherorganizationsareassessingshort-termsuitabilityorlongtermpotential,therearethreequestionsthatmustbeasked:
Are they ready? Doesthepersonhavethehardskills,knowledgeandexperiencerequiredfortheroleintowhichtheywillbemoved?Developedthrougheducation,trainingandcareerexperience,readinessisnecessaryforachievingeffectiveperformance.Thisissometimesreferredtoasbeing“résumé-ready”becausemuchofthiskindofreadinesscanbeevaluatedthroughagoodrésuméorcareerhistory.
Are they willing? Doesthepersonwanttoriseintheorganization?Cantheorganizationadapttotheperson’sneeds?Giventheever-increasingpaceofcorporatelifeandrisingstandardsofliving,peopleareincreasinglychoosingtobalancetheirworkandlife,ratherthansingle-mindedlypursuecareers.Thisissuehasimplicationsforboththeindividualandtheorganization.
Are they able?Doesthepersonpossessthe‘soft’characteristics,theunderlyingpersonaltraitsrequiredbythespecificroleororganization?Someofthesearetheinherentqualitiesoftheindividual,whileotherscanbedevelopedthroughcareerexperienceandcoaching.Itisthesedeeper,morepersonalfactors(alsoknownascompetencies)thatprovidethefoundationforperformanceatasuperiorlevel.
Mostorganizationsarequitecapableofassessingthefirstquestionandofnegotiatingthesecond.Thethirdquestion,thequestionofpotentialability,isthefocusofthispaper.
So, what is “Potential”?
Theformulaonthenextpagecapturesthecriticalelementsfordefiningandidentifyingpotential.
Is your employee or candidate ready, willing and able to take on the next role? Some organizations think of potential in terms of immediate performance in the next role, what we call suitability; while others see it as a latent, longer term quality that needs to be identified and nurtured to provide leadership in the future.
Whatthismeansintermsofmeasuringpotential,isthatorganizationsneedtobeclearandobjectiveaboutboth
thecurrentabilitiesoftheirpeopleand
theactualrequirementsoftheintendedorfuturerole(s),whetheritisthenextpromotionfortheperson,oralongerterm‘leadership’role
‘GrowthFactors’and‘Derailers’addressathird-andcrucial-question,onethatistoooftenignored:Doesthispersonhavewhatittakestogrowanddevelop?Thegrowthfactorsaredeep-seatedtraitsthataffectaperson’sabilitytodevelopovertime.
Agrowthfactor,inabundance,hasfewdownsidesandactsasamultipliertothefirsthalfoftheequation.Derailersareaspectsoftheperson-ortheorganization-thatinterferewithgrowthandperformanceandactasadetractortothefirsthalfoftheequation.
Growthfactorsareakintotheconceptof‘trainability’.Thisideahasbeenaroundsincethe1950sandisdefinedasaperson’scapacityforlearningnewskillsandapplyingthemeffectively.However,growthfactorsgobeyondthis,
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enhancingtheabilityofindividualstolearnnewwaysofworkingandleading,ofmanagingthemselveseffectivelytomeetthedemandsoftheroleand,crucially,toadaptasrolerequirementschange.
Inexploringtheseissuesfurtherthroughourgloballeadershipdatabaseandwithasynposiumoftalentleaders,wefocusedononequestion:Ifyouhadalimitedleadershipdevelopmentbudget,whatmeasurablecharacteristicswouldpredictthebestreturnsoninvestment?
Inposingthequestion,itquicklyemergedthattobeusefulinpredictingmidtolongertermpotential,growthfactorsshouldbe:
Recognizable earlyintheperson’scareer,ideallyeveninarecentgraduate,andinawidevarietyofsituations.Equallyyouwouldnotwantthegrowthfactorstoexcludegoodleaderswhocomefromdiversebackgrounds.Thismeanstheyshouldbedefinedbroadlyenoughtoberecognisedindifferentorganizationalorculturalsettings.
Useful in many or most high-level leadership roles.Sincefutureleadershiprolesareunlikelytobe
Potential — for what?
Person’sCurrentAbilities
Future Role Requirements
Potential is the fit between a person’s current capabilities and possible future roles, taking into account the person’s longer term capacity for personal growth and their possible derailers.
Growth factors are all multipliers to ability; they are the enablers to development.
Potential = Growth factors
Derailersx
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If you had a limited leadership development budget, what measurable characteristics would predict the best returns on investment?
©2006 Hay Group. All Rights Reserved www.haygroup.com
clearlydefinedyet(whoknowswhatthecompanywillneedmanyyearsdowntheline?),youshouldlookforcharacteristicsthatwillsuitavarietyofleadershiproles.
Difficult to develop.Sufficientdevelopmenttimeandresourcesareneveravailable-soorganizationsshouldleveragetheirinvestmentbyselectingpeoplewhoalreadyhavethosequalitiesanddeveloptheknowledgeandskillsthatarelessdifficulttolearn.Thesepeoplearemorelikelytotakeadvantageoftheexperiencesortrainingthatcultivatethespecificcredibilityandbreadthneeded.
Not strongly associated with significant derailers. Characteristicssuchasdrivingpersonalambitionmaybedesirableinsomewaysbutcanalsobecomealiabilityifover-developed,leadingtoarroganceandblindspots.Youwouldwanttousegrowthfactorsthatdonotcarrytheserisks.
Theresearchwasalsoclearonsomepopularchoicesthatare,infact,notsuchgoodindicatorsofgrowthpotential:
Being the very best performer in the current job. Thispersonmayhavegoodgrowthpotential.However,thecharacteristicsthatmakesomeoneideallysuitedtooneroledonotnecessarilyleadtosuccessalevelortwoupthecorporateladder.Thebestsalespeopleareagoodexample.Theyareoftensuper-focusedontheirownperformanceandtheirowncustomers.Thismakesthem
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greatsalespeople–butnotgreatsalesmanagers.Often,thenext-bestsalesperson,theonewhomissesanoccasionalopportunitybecauseheorsheiscoachingsomeoneelseontheteamorfiguringouthowtohelpthewholeofficedobetter,willmakeamuchbettersalesmanager.
Expressing great personal ambition and drive.“IwanttobeCEO.”Althoughthisseemslikeanobviousindicatorofpotential,ithastwodrawbacks.First,suchstronglyambitiousindividualsmayseektheirpersonaladvancementattheexpenseoftheperformanceofthegroup.Theymaybecomesofocusedontheirowncareerthattheybecomeblindtootherfactors.Theymayalsobesubjecttoover-confidenceandthelackofself-questioningthatgoeswiththat.Incontrast,manyofthemostsuccessfulexecutivestalkofoccasionswhentheyhesitatedtoacceptapromotion,takingtimetoreflectandassesstheirowncapabilities.Often,theywentontodoagreatjobinachallengingrolebutoccasionallytheydeclinedanofferthatwasnotagoodmatchtotheircapabilitiesandwaitedforanopportunitywheretheycouldshine.Theydidnotputdrivingpersonalambitionfirstbuthadthematuritytoquestionandconsider.
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Throughourin-depthbehavioralinterviewswithawiderangeofmanagers,executivesandnon-management,wefindthatthesecharacteristicsareseenmoreofteninpeopleinhigherlevelsoftheorganization(i.e.thosewhosepotentialhasalreadybeenrealizedtosomeextent)thaninthoseatlowerlevels.Thesefactorsarealsoassociatedwithoutstandingperformance,especiallyathigherorganizationallevels.Theyhavebroadapplicabilityacrossawiderangeofleadershiproles.However,anorganizationmightwanttoputspecialemphasisononeoranotherofthesegrowthfactors,dependingontheorganization’slongtermstrategicfocus.
Thesefactorsaremostusefulforidentifyinghighpotentialindividualsinmanagementpositions,whowarrantextrainvestmentintheirdevelopment;orforchoosingemployeestopromoteintomanagement.Thesequalitiesalsocomeintoplaywhenmovingpeopleintoexecutiveroles,althoughatexecutivelevel,morespecificissuesaboutknowledgeandexperiencearealsoimportant.However,atlowerlevelsoftheorganization,thegrowthfactorsmaynotmakeamajorcontributiontoperformanceoutcomes.Thesearequalitiesthatpredictstayingpowerand
eventualgrowth,notnecessarilytopperformanceearlyinone’scareer.
Thinking beyond the boundaries.
Thisisabroadapplicationofconceptualability.Thischaracteristiccomprisesrawcomputingpower,orI.Q.plus,mostimportantly,adispositiontoapplythatconceptualabilitytobroadquestions,tomakeunexpectedbutusefulconnections.Thisistheearlymanifestationofthestrategicthinkingthatleadersneedtoprovidefortheirorganizations.Althoughamoderatelyhighlevelofintelligenceisanobviousrequirementforthisgrowthfactor,veryhighlevelsofintelligencedonotappeartoaddextravalue.Whatmakesthedifferenceistheindividual’sdispositiontolookbeyondtheirroleandtomakeconnectionsbetweentheirareaandother,peripherallyrelated,areas.
Youmightlookfortheindividualcontributorwhoisthinkingabouthowtomakethewholedepartmentmoreproductiveorhowtostreamlinethewayitdealswithsuppliersandcustomers.Youmightseecollegestudentswhoaremakingconnectionsbetweenwhattheylearninonecourseandwhattheylearninadifferentsubject;orasalespersonwhobringsinarticlesorobservationsfrom
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The ‘growth’ factors that enable people to develop over time
We suggest four fundamental characteristics that meet the criteria above. These are core qualities that comprise the basic building blocks of potential and that you would want to see in all ‘high potential’ employees.
The ‘growth’ factors are associated with outstanding performance at senior levels by people who fulfilled their earlier potential.
Potential — for what?
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©2006 Hay Group. All Rights Reserved www.haygroup.com
outsideyourindustryandtalksabouthowtheseideas,eventsordevelopmentsmightprovideopportunities.
Core questions
Doesthisperson’sthinkingmakeusefulconnectionswellbeyondthenormalboundariesandtimelinesoftheirjob?Dotheythinkinafreshcreativewayorausefulwayaboutthebigquestions,thebigproblemsandthelongertime-framethatproperlybelongtoalargerrole?Dotheymakecomplexissuesstraightforwardandgroundedinreality?
2. Curiosity and eagerness to learn
Thisnaturalcuriosityandeagernesstolearnandtotakeonnewchallengesmaybedisplayedbyaskingquestionsthatpushtheboundariesofacceptednorms;byadesiretotakeondifferentandchallengingassignments,evenwhenthesedonotrepresentapromotion;byextensiveordiversereading;orattendingunusualcourses.Itsupportsthinkingbeyondtheboundariesbyprovidingtheinformationthatmakessuchthinkingpossible.Thisdesiretolearnalsohelpsthepersontakeonabroadandchallengingrangeofcareerexperiencesandtakefulladvantageofdevelopmentandeducationalopportunities.Boththisqualityandthinkingbeyondtheboundariesarenotalwaysassociatedwithgreatgradesinschoolorcollege.
2. Core questions
Doesthispersondisplaycuriosityandeagernesstolearnthatgoeswellbeyondwhatisnormallyexpectedintheirjob?Doesthispersonreadilytakeontasksorrolesthatarenewandchallenging
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tothem,embracingtheimplicitriskintryingsomethingnew?
3. Social understanding and empathy
Thisisthegenuinedesireandabilitytounderstandothers,tocatchnotonlytheirexplicitargumentbutalsothesubtextandcontext,thereasonsfortheirresponses,theotherperson’sperspective.Thisabilitytoseeapersonasawhole–withtheneeds,backgroundandpersonalitythataffecthowtheyrespond–underpinssophisticatedinfluenceskills,aswellasmanyoftheleadershipcompetenciessuchascollaborationandteamwork;developing,motivatingandinspiringothers;negotiationskills,etc.Thisinnateunderstandingofotherpeopleisanessentialexecutiveskillandisdifficulttoacquire.Afterallleadership,atitsheart,isallaboutinfluencingothers.Don’tbefooledbycharmorpolishedpresentationskills.Thesecancarryasmartpersonquitealongwayintheircareerbutatsomepointtheyaresimplynotenough.
3. Core questions
Doesthispersonlistencarefully,askclarifyingquestionsandnotjumptoconclusionsaboutotherpeopleandtheirmotives?Isthispersonmotivatedtounderstandothers?Doesthispersontreatotherswithrespectandseethepositiveinothersmoreoftenthantheyseefaultsorshortcomings?(Someonewhoconstantlyfindsthefaultsinothers–howeveraccurately–isNOTshowingempathy)Doesthispersonconsistentlybringoutthebestinothers?
Potential — for what?
4. Emotional balance
Thisisthehardestcharacteristictoassessinanapplicantandperhapstheeasiestinanemployee.Thisqualityembracesbalance,emotionalresilienceandrealisticoptimism.Thequestionhereishowpeoplerespondwhenthingsdonotgosmoothlyintheircareerorintheirpersonallife?Realisticoptimismandstabilityenablepeopletobouncebackfromadversity,toleadunderstressfulcircumstancesandhelptokeepotherspositiveandmotivated.Withoutthismaturity,thebestleadershipdevelopmentprogramswillhavelittleeffect,asthepersonwillnottakeadvantageoftheopportunityforpersonalgrowth.Emotionalbalancealsoneedstobeassessedrelativetotheperson’sage-wenormallyexpectmaturityofbehaviourandperspectivetoincreasewithage,anddon’tholdatwenty-year-oldtothesamestandardofmaturityasafifty-yearold.
4. Core questions
Doesthispersonhaveemotionalstabilityunderdifficultcircumstances?Ordotheystressoutandmakethingsevenworse?Dotheyrecoverandlearnfromtheirmistakes?Ordotheysulkorblameothers?Dotheyseekoutandtakeconstructivecriticismwell,learningfromittoimprovetheirperformance?Ordotheybecomedefensiveorkeepmakingthesamemistakeagainandagain?Dotheyfocusonwhatisbestforthegroupaswhole?Ordotheyseeeveryissueintermsofhowitaffectstheirpersonalreputationandcareer?
Thequestionsforeachgrowthfactorareonesyoumightwanttoaskyourselfaboutayoungemployee,oraskarefereeaboutanapplicant.Apersonmaybestrongononeortwofactorsandweakorlackinginothers.Generally,toconsiderapersonashighpotential,wewouldwanttoseerealstrengthsinatleastthreeofthesefactorsandnomajorwarningsignsintheremainingone.
Althoughthesecharacteristicsarerelativelyenduringtraits,theycanchangeovertimeinresponsetoexperience.Theorganizationcandothingsthatwilleitherencouragedevelopmentofthesequalitiesorobstructit.Incoachingormanagingthedevelopmentofyourhighpotentials,youshouldre-visitandre-evaluatethegrowthfactorseveryfewyears.Youalsoneedtoputinplacetherightrolerotationstoprovidetheexperienceorcatalyststhatstretchpeople,sothattheybecomemorethantheyalreadyare.Forexample,takingaleaderoutoftheircomfortzoneandaskingthemtomanageadifferentpartofthebusiness,incubateastart-up,ormergetwobusinesses,willpresentchallengesthatcannotbedeliveredbypersonaldriveandtechnicalabilitiesalone.Thesechallengesprovideanopportunitytostepbackandlearnhowtolead,notthoughone’sownefforts,butthroughtheeffortsofothers.Itisimportantthat‘highpotential’peoplelearnhowtodothisearlyintheircareers,sothattheyhavethisskillwhentheyreachaseniorposition.Wewilldiscussthesecatalyststogrowthindetailinaseparatepaper.
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Career derailment can be subtle and associated with strengths, where too much of a good thing can start to work against you.
©2006 Hay Group. All Rights Reserved www.haygroup.com
Derailers: Is it them? Is it you? It is probably both
As we have seen, growth factors have few downsides and act as a multiplier to a person’s leadership potential. Derailers, on the other hand, are aspects of the person – or the organization – that interfere with growth and performance and detract from potential. Most cases of career derailment involve both individual factors and organizational complicity.
Individual FactorsAfewderailersmayexistwithinaperson.Someofthesearetheoppositetothegrowthfactors,assuggestedbelow.
Anarrowandshort-sightedemphasisonimmediateresultsand/ortechnicalexpertise–thisistheoppositeoflateralthinkingandtakingabroaderviewAnassumptionofbeingsmarterthaneveryoneelse–thisistheoppositeofthedesiretolearnandsucharrogancecanworkagainstacquiringanylearningAninabilitytolistenandproperlyhearwhatothersaresaying–thisistheoppositeofempathy.Thiscanappearasashallowormanipulativecharm,orassheerlackofinterestinotherpeopleAlackofself-control,depression,sulkingandself-centerdness–thesearetheoppositesofemotionalmaturityandresilience.
Whilesomepeoplewhobecomederailedhaveobviouspersonalweaknesses,withothers,thederailingfactorcanbemoresubtleandcanbeassociatedwiththeirstrengths,wheretoomuchofagood
thingcanstarttoworkagainstthem.Forexample:
beingtooaffiliativecanleadtoatendencytoavoidconfrontingissuesbeingtoofocusedonachievingresultscanleadtoanarrowviewandalackofstrategicinsightbeingsofocusedonpersonalachievementthatonecannotworkcollaborativelybeingsointellectualandcerebralthatthepersondoesn’torcan’twinheartsandmindshavingsuchhighstandardsthat‘perfectingperfection’getsinthewayofon-time,cost-effectivedeliverybeingsogoodateverythingthatothersareovershadowedandunintentionallydisempoweredorleftlittlelatitudetocontribute.
Thereasonthesestrengthsderailcareersisbecauseoftheunintendedconsequencesofover-applyingthem.Itisdifficulttoabandonwhathasworked,evenwhencircumstanceschange,anditmaybenearlyimpossibletogiveupoldpatternsifnonewskillshavebeendevelopedtoreplacethem.
Potential — for what?
Organizational Factors Theorganizationcanbecomplicitinthederailingofcareers,mostoftenbyforgivingratherthandealingwithflawsandshortcomings,aslongasthepersonishittingtheirtargets.However,latertheseflawscomebacktoderailtheircareer.Andbythetimesomeoneisaseniorexecutive,gapsintheabilitytounderstandthesubtextofotherpeople’scommentsandtopredicttheirresponses,ortoinfluenceothersinavarietyofsubtleways,willseriouslylimittheperson’seffectiveness.
Thereareothercommonwaysinwhichorganizationsunwittinglyderailtheirbestemployees’careers–andintheprocess,handicaptheirorganization’sabilitytoadapttochange:
The laissez-faire mistake:thinkingthattheorganization’sresponsibilityendswhenitidentifiespotential.Byassumingthatthecreamwillrisetothetop,theorganizationwastesmostofthelatentpotentialintheworkforcebyfailingtonurtureanddevelopit.Thebestwaytocultivatepotentialtalentwillbediscussedinmoredetailinaforthcomingpaper
The job rotation mistake:makingtheassumptionthatajobrotationoranoverseasassignmentis,initself,adevelopmentalexperience,withoutprovidingeithertheframeworktoorientthepersontowhattheyaresupposedtolearnfromtheassignment,orade-brieftoensurethatthedesireddevelopmentdidtakeplace
The ‘a good manager can manage anything’ mistake:makingpromotionsorlateralmovesthat
stretchthepersontothepointofbreaking,withoutprovidingsupportandasafetynet;worse,thenblamingthepersonforfailingtoadaptquicklyenough
The moving-too-fast mistake:movingthehighpotentialpersonfromoneroletoanothertooquickly,eliminatingtheopportunitytolearnfromexperienceandfromtheirmistakes;worseyet,movingahighpotentialpersonbeforetheconsequencesoftheirmistakesbecomeclear,rescuingthem,ratherthanallowingthemtofail.Howpeoplecopewithandlearnfromfailurecanveryquicklysortthewheatfromthechaff.Itisnature’squickestprovingground.
Finally,somederailersmaybespecifictotheorganization.Forexample,someorganizationsrequirecertainstylesofinteraction–morehierarchicalormorecollegial,moreformalormoreaffiliative.Havingaverydifferentindividualstylecanbearealhindrancetoeffectivenessinsomeorganizations.
Apparentunwillingnesstorelocateisoftenseenasaderailerandneedstobehandledwithcare.Suchunwillingnesstomovemaybetemporary,relatedtochildren’sschooling,apartner’scareeroreventheperson’staxliabilities.Supportfromtheorganizationcanoftenresolvetheseproblems.Lackofmobilitymayevenbeassumedbutmaynotberealormayapplyonlytocertainlocations.
Relocationissuesmaybebasedontheorganization’sunwillingnesstoquestionwhethermobilityisevennecessaryand
Organizations can be compliant in the derailing of careers, often by ignoring flaws until too late.
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The question of potential is only partly answered by the identification of growth factors and derailers.
©2006 Hay Group. All Rights Reserved www.haygroup.com
Whenitcomestomakingaplacementdecision,theyalsolookmoredeeplyintospecificfactorssuchasthecriticalsuccessrequirementsfordifferenttypesofrole.Byknowingthisinformationindetailandinhavingaroadmapofcriticalroles,itisthenpossibletostartaskingawiserquestion,onethatisfocusedaroundasking:Potential–—forwhat?
Organizationsmayalsomaintainmorethanone‘talentpool’:theymayhaveonefortechnicalleaders,anotherforsalesandanotherforcorporateleadership.
Organizationswilldowelltoweighdifferentpartsofthepotentialformulamoreheavilythanothers,onhowmuchtheyareselectingforsuitabilityforimmediateperformance(“gofixthisoperation”,“hitthegroundrunninginCustomerService”),andhowmuchweightisgivenforfuturepotential.Thefactorsthatareimportantinselectionwillalsovarybytheorganizationallevel.The
tableonpage14outlineswhichselectioncriteriaarelikelytobemostusefulinfourtypicalsituations:
suitabilityforloworentrylevelroles,longtermpotentialwhenselectinggraduatesorentryintomanagementtraining,longtermpotentialforseniorleadership,immediateperformanceforcrucialseniorleadershipjobs.
Forexample,whenshorttermsuitabilityforthenextjobisthemainissue,theperson’sfittothatjobisgivenprimaryconsideration,(buteventhenitmaybeusefultoconsiderthegrowthfactorsforfutureaddedvalue).Forexecutivelevelroles,itiscrucialtodefinetherequirementsofthespecificrolewithsomeprecision:differencesinexecutiverolescanhavesignificantconsequences.
However,whenyouareconsideringpotentialforfuturemanagerialor
Potential — for what? A roadmap
The best organizations excel by being aware enough to avoid organizational complicity in derailing careers and by encouraging employees to develop a flexible range of strengths. But they also go one step farther. In their mind, the question of potential is only partly answered by the identification of growth factors and derailers.
tolookatwhoneedstomoveortravelwhere.Forexample,resistancemayrelatetomeetingsinHQeverymonth,whichmaymeanthreeorfourdays’travellingfor
someonelivinginBraziltoattendaone-daymeetinginEurope.Executiveteamsneedtoquestiontheirassumptionsaboutthesematters.
leadershiproles,thespecificsofthejobstobefilledinsomenumberofyearsarenecessarilylessclear-andtheremaybearangeofpossibleroles.Inthissituationtheperson’slong-termpotentialandadaptability(thegrowthfactorsandthede-railers)becomemorecritical.Overtime,asthepersondevelops,thespecificrolesforwhichtheyarebestsuitedwillbecomemoreclear.
Ingeneral,thegrowthfactorsaremoreimportantwhenselectingforpotentialforthefuture,whilejob-specificfactors(“résuméreadiness”plusrole-relatedabilityorcompetencies)aremoreimportantwhenselectingforimmediateperformance(suitability).Themostcriticalfactorsforselection,invariousdifferentsituations,aresetoutinthetablebelow,intheorderofpriorityforeachsituation.
Potential — for what?
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Higher in the organizationpotential for the future suitability for now
Benc
h st
reng
th p
oten
tial
for t
he fu
ture
.
Selecting for leadership potential at the executive group level
GrowthFactors/DerailersTheorganization’sgeneralleadershipcompetenciesAppropriaterangeofpriorexperienceandskills(readiness)
Selecting for immediate performance in mission-critical leadership roles.
Uniqueleadershipcompetencies(fittoorganizationANDspecificleadershiproleprofilerequirements)GrowthFactors/Derailers
Suita
bilit
y fo
r an
urge
nt n
eed
Selecting for broad managerial potential, for graduate entry to middle manager
GrowthFactors/DerailersCore,generalorthresholdcompetenciesforthewholeorganization(oftenbasedonorganization’svalues)
Selecting for immediate performance in key entry or low-level roles
Job-specificskills,knowledgeandexperience(i.e.“résuméreadiness”)Specificcompetenciessuitableforthejobathand(i.e.being‘able’)GrowthFactors/Derailersifintentislonger-termcareergrowthaswellasimmediateperformance
potential for the future suitability for nowLower in the organization
Knowingtowhatextentyouareidentifyingsuitability(agreatmatchbetweencurrentcapabilitiesandimmediateroledemands)andtowhatextentyouareidentifyinglongtermpotential(likelihoodofagoodreturnonyourinvestmentintheirdevelopment
forfutureroles),canhelpdeterminewhichaspectsofthepotentialequationaremostimportantfortheplacementathand.Itcanalsoenabletheorganizationtobediscerningandrealisticaboutthecapabilitydevelopmenttobeexpectedfromapersoninaparticularrole.
Potential – for what? The selection roadmap
15
The more pressing the organization’s need for performance from a role, the more clear and specific the organization must be about what it is looking for.
©2006 Hay Group. All Rights Reserved www.haygroup.com
Whenmovingsomeoneintoanewrole,
firstconsiderindetailtherequirementsofthatroleandhowitcontributestotheoverallstrategyandbusinessresultsand
thenconsiderthefitbetweentheperson’scurrentabilitiesandtheneedsofthenewposition–nottheneedsoftheperson’scurrentrole
thenbepreparedtoprovideguidanceandsupporttoaddressthegaps.(Iftherearenogaps,themoveisprobablytooeasyandprovidesnodevelopment.)
Themorepressingtheorganization’sneedforperformancefromarole,themoreclearandspecifictheorganizationmustbeaboutwhatitislookingfor.Understandingtheexactdemandsoffuturerolesandthechallengestheypresenttoeachindividualiskeyinthemeasurementofshort-termsuitability.Itisnotenoughtoconsiderwhethersomeoneisreadyforamove‘toabiggerrole’.Managersalsoneedtolookathowindividualswillfitintothespecificrequirementsofdifferentroles.Theingredientsforsuccessvaryconsiderablyfromoneroletoanother,evenatthesamelevelofseniority.Itisahugeleapfromaseniorstrategyrole(broad,conceptual
thinking,sophisticatedcommunicatorandleadingasmallteamofhighlyqualifiedprofessionals),toanoperationsrole(leadingalargeorganizationfromadistance,focusingondeliveryofresults)ortoanHRrole(influencingpeople,collaboration,depthofunderstandingofhowprocessesaffectoutcomes).
HayGrouphasidentifiedsomecorepredictorsacrossthreeroletypes:
planningandpolicy,
sharedcontributor
straightdelivery.
Theseholdtrueacrossthemajorityofseniorjobs.Wehavewrittenabouttheseearlierina“LeadertoLeader”articleentitled ‘Navigating through the new leadership landscape.’Itisavailablethroughwww.haygroup.com.Themorepressingtheorganization’sneedforperformancefromarole,andthereforetheshortertermthepotentialyouareassessing,themoreclearandspecifictheorganizationmustbeabouttherequirementsofthenewrole.
Aflavorofthesuccesscriteriatolookforacrossroletypesanddifferentorganizationallevels,isshownonpages18and19.
Understanding the job and its context
Many organizations fall into the trap of seeing potential as a panacea, assuming that someone who is ‘high potential’ will be good at almost any leadership role. Not so.
Potential — for what?
Typical and best practice methods for assessing potential
Best practices in assessing potential
There are many sets of competency requirements for specific roles and many ways of assessing a person’s fit to a role. Just as different areas of potential vary in importance according to the job requirement, so methods of identifying a person’s abilities vary, as shown in the table below.
3 4
2 1
Whatevermethodsofassessmentyouuse,thecrucialissuesarefirst,tounderstandtherequirementsoftheroleindepthandindetailandsecond,togaugetheindividual’scapabilitiesandprovidesupportwherenecessary.
Givingon-goingfeedbackabouttheperson’sstrengthsandweaknessesagainstthenewrole,andguidanceregardingthecapabilitiesyouhopetheywilldevelopinthenewassignment,cangoalongwaytoensuringsuccessinperformanceandintheperson’sdevelopment.
Higher in the organization
Benc
h st
reng
th fo
r the
futu
re
Assessing for leadership potential at executive group level
Typical practice:performanceagainsttargetsandlinemanagernomination;tick-the-boxsuccessionplanning
Best practice: talentreviewforumssuppliedwithobjectivesurveydata,externalbenchmarking,andcompetencyinterviewdatatoenablebetterdecisionmaking,detailedconsiderationofgrowthfactors/derailersandprovisionofdevelopmentfeedbackaboutconsequencesforcareerpath
Assessing for immediate performance in mission-critical leadership roles
Typical practice:adhocconversationbetweenCEOandHRleadersand/orheadhunters.Sometimesincludesexternalassessments
Best practice:broader,moreformaliseddiscussions,futureorientatedroledefinition,externalbenchmarking,linkedtopriorstrategicsuccessionplanning,rigorousdebateoffittorole,evidencethatderailershavebeentackled
suita
ble
for a
n ur
gent
nee
d:
Assessing for broad managerial potential and for graduate entry to middle manager
Typical practice:linemanagernomination(issueswithvalidityandmeansofmeasuring);assessmentcenters(costly,and/orresourceintensive,resultsmaynotbeapplicableifsub-contracted)
Best practice:competencybasedinterviewsand/orassessmentcentres,detailedconsiderationofgrowthfactors/derailersanddiversesurveydata,connectionbetweenoutcomesandrealdeploymentdecisions
Assessing immediate performance in key entry or low-level roles
Typical practice:performanceagainsttargets
Best practice:additionalconsiderationofkeythresholdcompetenciesandthoughtgiventogrowthfactors/derailers
Lower in the organization
17
The key is to ensure the business strategy is translated into a people strategy and all HR leaders pull in the same direction.
©2006 Hay Group. All Rights Reserved www.haygroup.com
Summary – 5 key steps to Identifying and Managing Potential In summary, we see five key ways to get better business results from the identification and management of potential:
Know what you need from people.
Startwithstrategy,usestrategytodefinewhichbehaviorsandqualitiesyouneedfrompeopleandwhichrolesaremostcrucialtoexecutethatstrategy.Thenfocusyourselectionanddevelopmenteffortsonthoseroles,behaviorsandqualities.
Identify long-term potential through the growth factors – not just job-specific abilities, or past performance.
IncludethefollowingcharacteristicsoflongertermpotentialThinkingbeyondtheboundariesCuriosityandeagernesstolearn
Potential – for what?
Don’tmistakeperformanceforpotentialorpotentialforreadinessforpromotion.Distinguishbetweenlongtermleadershippotentialandshorttermjob-specificpotential.Rememberthatbeingastarperformerisastate(ofagoodfittoajob)andnotapermanenttrait.Sometimesapersonwithgreatpotentialandwiththeunderlyingabilitiestodoajobwell,butwithouttheexactexperienceandknowledge,willtakealongertimetogetuptospeedbutwillultimatelyproducebetterresults.Ontheotherhand,beingastarperformertodayisnotaguaranteeofreadinessforpromotion.Instead,givecarefulthoughttoexactlywhatisneededinthenextroleandaskyourselfifyourcandidatehasthosecharacteristics.
Fulfilment of potential.
Thisiscrucial-simplypromotinghighpotentialsorrotatingthemthroughassignmentsisnotenough;theyneedsignificantcareanddevelopmentattentiontoensurethattheirpromiseisfulfilled.Organizationsneedtotakeriskstohelppeoplegrow,promotingdevelopmentthroughstretchingcareermoves,coachingandtraining.Thisimpliesminimisingtheorganization’scomplicityincareerderailment.Thisshouldbepartoftheresponsibilityoflinemanagers,notjustHR.
Create enabling systems to effective talent management.
Processesneedtohelpfindandpromotehiddendiamondsandthereneedstobemechanismsthatinjectobjectivedataintothedecisionmakingprocessesaroundbestdeploymentoftalent.Throughgoodtalentsystemsorganizationscanensuretheirpeoplefulfiltheirpotentialandthuscontributetothefuturesuccessoftheorganization.Thesesystemsalsoneedaligningwithotherleverssuchasreward.
1]
2]
3]
4]
5]
SocialunderstandingandempathyEmotionalbalance
Potential — for what? Appendix
Leadership Roles Matrix
Leadership Type Operational Roles Collaborative Roles Advisory Roles
GlobalEnterpriseLeadership
Topleadersoflarge,complexinternationalorganizations,typicallypubliclytraded,highprofileconglomeratesthatspandiversetechnologies.
Notapplicable Notapplicable
EnterpriseLeadership
Leadsallaspectsofbusinesstogenerateresults.Typicallythehighest-levelleadershiproleinadiverseenterprisewithmultiplebusinessunits,lines,andmarkets.
Notapplicable Notapplicable
StrategyFormation Focusedontheachievementofbottom-lineresultswhereglobalorbusiness-criticalobjectivesmustbeachieved.Typicallymorecomplexgeneralmanagerorsalesroles.
Developsanddeliversstrategicallyimportantprogramscriticaltotheorganization’smissionfunctionthroughcoordinationanddirectionofdiverseresourcesoverwhomdirectcontrolisnotexercised.
Focusesonthealignmentandintegrationofstrategiesforathatisacriticaldriverofbusinesssuccess.Partnersindeterminingbusinessstrategyandprovidesstrategicadvicethatsupportstheachievementofcriticalbusinessobjectives.
StrategicAlignment Focusesontheachievementofbottom-lineresultswhereproductandmarketdevelopmentsdemandsignificantchangetocurrentbusinesscapabilities.Typicallygeneralmanagerorsalesroles.
Definesanddeliversspecificandmeasurablelong-termprogramsandresultsthroughacomplexnetworkofresourcesandpartnersoverwhomdirectcontrolisnotexercised.
Focusesonthealignmentandintegrationofpolicyinastrategicallyimportantanddiversearea.Providesadviceandguidancethatsupporttheachievementofmajorbusinessobjectives.Seenasthoughtleaderinternally.
StrategicImplementation
Integratesandbalancesoperationalorsalesresourcestoextendcurrentbusinesscapa-bilities,ensuringthatmarketdemandsaremetintheshortandmediumterm.
Managesalarge,complexoperatingunittopredeterminedrequirements.
Deliversspecific,measurable resultsacrossabroad,complexareathroughanetworkofdiverseresourcesandpartnersoverwhomdirectcontrolisnotexercised.
Focusesonthetranslationandapplicationofpolicyindiversealthoughusuallyrelatedareas.
TacticalImplementation
Managesdefinedresourcesto ensureachievementofclearly specifiedobjectivessuchasvolume,cost,quality,andservicetomeetscheduleandcustomerrequirements.
Deliversspecific,measurableresultsinadiscrete,definedareathroughanetworkofinternalandexternalresourcesandpartnersoverwhomdirectcontrolisnotexercised.
Focusesonthetranslationandapplicationofpolicyinaspecificfunctionalarea.
Tact
ical
St
rate
gic
Leve
ls o
f wor
k
In thinking about Potential — for what?, it is important to be clear on either the general level of work the question is aimed at or the specific type of role at that level.
19
©2006 Hay Group. All Rights Reserved www.haygroup.com
Leadership Type Operational Roles Collaborative Roles Advisory Roles
GlobalEnterpriseLeadership
Topleadersoflarge,complexinternationalorganizations,typicallypubliclytraded,highprofileconglomeratesthatspandiversetechnologies.
Notapplicable Notapplicable
EnterpriseLeadership
Leadsallaspectsofbusinesstogenerateresults.Typicallythehighest-levelleadershiproleinadiverseenterprisewithmultiplebusinessunits,lines,andmarkets.
Notapplicable Notapplicable
StrategyFormation Focusedontheachievementofbottom-lineresultswhereglobalorbusiness-criticalobjectivesmustbeachieved.Typicallymorecomplexgeneralmanagerorsalesroles.
Developsanddeliversstrategicallyimportantprogramscriticaltotheorganization’smissionfunctionthroughcoordinationanddirectionofdiverseresourcesoverwhomdirectcontrolisnotexercised.
Focusesonthealignmentandintegrationofstrategiesforathatisacriticaldriverofbusinesssuccess.Partnersindeterminingbusinessstrategyandprovidesstrategicadvicethatsupportstheachievementofcriticalbusinessobjectives.
StrategicAlignment Focusesontheachievementofbottom-lineresultswhereproductandmarketdevelopmentsdemandsignificantchangetocurrentbusinesscapabilities.Typicallygeneralmanagerorsalesroles.
Definesanddeliversspecificandmeasurablelong-termprogramsandresultsthroughacomplexnetworkofresourcesandpartnersoverwhomdirectcontrolisnotexercised.
Focusesonthealignmentandintegrationofpolicyinastrategicallyimportantanddiversearea.Providesadviceandguidancethatsupporttheachievementofmajorbusinessobjectives.Seenasthoughtleaderinternally.
StrategicImplementation
Integratesandbalancesoperationalorsalesresourcestoextendcurrentbusinesscapa-bilities,ensuringthatmarketdemandsaremetintheshortandmediumterm.
Managesalarge,complexoperatingunittopredeterminedrequirements.
Deliversspecific,measurable resultsacrossabroad,complexareathroughanetworkofdiverseresourcesandpartnersoverwhomdirectcontrolisnotexercised.
Focusesonthetranslationandapplicationofpolicyindiversealthoughusuallyrelatedareas.
TacticalImplementation
Managesdefinedresourcesto ensureachievementofclearly specifiedobjectivessuchasvolume,cost,quality,andservicetomeetscheduleandcustomerrequirements.
Deliversspecific,measurableresultsinadiscrete,definedareathroughanetworkofinternalandexternalresourcesandpartnersoverwhomdirectcontrolisnotexercised.
Focusesonthetranslationandapplicationofpolicyinaspecificfunctionalarea.
Leadership Competencies
Leadership Type Operational Roles Collaborative Roles Advisory Roles
GlobalEnterpriseLeadership
Symbolicleadership Externallyfocused HighlevelofsocialresponsibilityFocusedonbuildingtopteamandorganizationalcapabilityUniquecompetenciesrelatedtovaluesorstrategy
••••
•
Notapplicable Notapplicable
EnterpriseLeadership
IftopCEO: Highlevelofteamwork Widerangeofsophisticatedoruniquecompetenciesbasedonorganization
Otherwise: Sameaslevelbelow,plus Highlevelsofintegrity,coaching,andcustomerfocus
••
••
Notapplicable Notapplicable
StrategyFormation
Competenciesfromlevel belowplusStrategicfocuswithbroader,longer-termview HigherlevelsofdevelopingothersSophisticatedinfluence strategiesbasesonin-depthunderstandingofothersandorganization’spolitics
•
•
•
•
Networksandbuilds relationships TakesastrongleadershiproleGreaterleveloforganizationcommitment;modelsloyaltyEncouragesdevelopmentandprovidesfeedback Integrity
•
•
•
•
•
[Insufficientdataduetosmall samplesizeforthisroleandlevel.]
StrategicAlignment
Competenciesfromlevel belowplusFocusesonprovidingstrongvisionaryleadership Willingtoapplyrulesflexibly
•
•
•
Seeksinformationtosupportdecisions,negotiate,andinfluenceothers Morelikelytoseekinputofothers Integrity
•
•
•
Broadandstrategicbusinessperspective(understandingtheorganizationinthemarket)Complexinfluenceskillsbasedondeepunderstandingofpeopleorganization,andbusinessHighintegrity
•
•
•
StrategicImplementation
CompetenciesoflevelbelowplusDemandshighperformancefromtheteam Morelikelytoactconsistentlywithvaluesandbeliefs
••
•
Moreinitiativethanprecedinglevel Morelikelythanothercollaborativemanagerstosetchallenginggoals
•
•
ContinuestofocusadviceandserviceonthelargerorganizationContinuestomodelloyaltytotheorganization CoachesanddevelopsothersMorelikelytotakealeadershiprolethanatprecedinglevel
•
•
••
TacticalImplementation
FocusesonbusinessresultsFocusesonownteam,coaching,supporting,gaininginputMorelikelytotakeonchallengesthanpeersinotherroles
••
•
DemonstratesresponsiveratherthanproactiveinitiativeDemonstratespatternrecognitionmorethaninsight
•
•
Focusesonservicetothelargerorganization Modelsloyaltytotheorganization Managessubordinatesone-ononeratherthanasateam Acceptsneedforflexibility
•
•
•
•
Tact
ical
St
rate
gic
Leve
ls o
f wor
k
The success criteria vary considerably. More information on the research behind this can be found at www.haygroup.com. These summary tables are taken from Navigating Through the New Leadership Landscape published in Leader to Leader magazine.
Africa CapeTownPretoriaSandown
Asia BangkokBeijingChennaiHongKongJakartaKualaLumpurMumbaiNewDelhiSeoulShanghaiShenzhenSingaporeTokyo
Europe AthensBarcelonaBerlinBilbaoBirminghamBratislavaBristolBrusselsBucharestBudapestDublinFrankfurtGlasgow
HelsinkiIstanbulKievLilleLisbonLondonLyonMadridManchesterMilanMoscowOsloParisPragueRomeStrasbourgStockholmViennaVilniusWarsawWindsorZeistZurich
Middle EastDubaiTelAviv
North America AtlantaBostonCalgaryCharlotteChicago
DallasEdmontonHalifaxKansasCityLosAngelesMexicoCityMontrealNewYorkMetroNorwalkOttawaPhiladelphiaReginaSanFranciscoSanJoseTorontoVancouverWashingtonDCMetro
Pacific AucklandBrisbaneCanberraMelbournePerthSydneyWellington
South America BogotaBuenosAiresCaracasLimaSantiagoSaoPaulo
For more information, please contact either:
Signe Spencert +1 617 425-4508 e signe_spencer@haygroup.com
Chris Watkint +44 (0) 20 7856 7310 e chris_watkin@haygroup.com
Hay Group is a global management consulting firm that works with leaders to transform strategy into reality. We develop talent, organise people to be more effective and motivate them to perform at their best. Our focus is on making change happen and helping people and organisations realise their potential.
We have 2000 employees working in 88 offices in 47 countries.For more information please contact your local office through www.haygroup.com.
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