The Talent Issue in 2012 : Leadership
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
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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?
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