Guidebook to optimizing your leadership pipeline

© Development Dimensions International, Inc., MMXIII. All rights reserved. 1

Guidebook : Optimizing

Your Leadership Pipeline


What will drive the success of your business? Entering new global markets? Launching the next blockbuster product? Overtaking your competitors?


No matter which future course

you plot, success will rely on

flawless execution.


And flawless execution depends

on your organization’s ability to

choose and prepare the best leaders for tomorrow.


To close this leadership gap and have leaders in place

to drive results, you need to

optimize your pipeline.

© Development Dimensions International, Inc., MMXIII. All rights reserved.

A pipeline approach to talent

management is not a single

program or tool.

It’s a process that provides both

the right quantity and quality of leaders—in time—to step up and

meet pressing business challenges.

6


Sounds complicated. Right? Here are five best

practices to get you started.

7

#1

8

Begin with where your business is going.



#1

9

Recognize your current

and future business drivers and

design talent strategies

accordingly.


Don’t forget to scan the

external environment for volatility,

uncertainty, complexity, and

ambiguity—and map your talent

strategy accordingly!

#1

#2

11

Define leaders who fit the profile for success.



Once you have determined

your business drivers, you

need to define what success

looks like for each level of leadership.

12

#2


The four factors that will

define a successful leader are:

1 Organizational knowledge

2 Experiences

3 Competencies

4 Personal attributes

#2


Future agility is key.

14

Select leaders who are able to: • Anticipate and react to the nature and

speed of change.

• Act decisively without always having clear

direction and certainty.

• Navigate through complexity, chaos, and

confusion.

• Maintain effectiveness despite constant

surprises and a lack of predictability.

#2

#3

15

Manage leaders in transition.



If a leader is going to

stumble on the climb up the

leadership ladder, they’re most

likely to slip when transitioning

into their new role.

#3


Whether assuming a leadership role for

the first time, taking control of a business unit,

or stepping into a top senior position, leaders

encounter significant challenges, which

can cause tremendous stress.

#3


You can help leaders rapidly and

smoothly move

through transitions! • Develop leaders BEFORE their next promotion.

• Clarify expectations and priorities.

• Define what success looks like.

• Support new leaders to help them cope.

#3

#4

19

Create leadership acceleration pools.



#4

In an acceleration pool approach, groups of high potentials

are fast-tracked to prepare them for

growing leadership responsibilities.


High-Potential leaders are carefully

identified as demonstrating the

strongest leadership potential. They may move up and out of the acceleration

pool based on their performance and the

organization’s needs.

#4

#5

22

Choose the right people to move up the ladder.


23

Promotion decisions

should be based on actual

readiness to advance.


#5


Assessing readiness not only helps

you make accurate placement and

promotion decisions, it also pinpoints

each leader’s strengths and

development needs.

24

#5


Assessment needs to be approached

differently at each level.

25

#5 Assessment by Level

- Internet-delivery

- Shorter, more scalable experiences

- Screen-in/Screen-out decision points

- Level-specific feedback and development

- Usually based on specific

skills/competencies

- High-touch, high-fidelity

- Day-in-the-life assessment

- Data integration

- Individualized feedback and planning

- Often tied to business drivers or readiness

to assume new role/challenge

Individual Contributor

People Leader

Operational Leader

Strategic Leader


LET’S RECAP!

26


1. Begin with where your business is going.

2. Define leaders who fit the profile for success.

3. Manage leaders in transition.

4. Create leadership acceleration pools.

5. Choose the right people to move up the ladder.

Pipeline Best Practices


But wait, there’s more! Executing a pipeline strategy can be

challenging. Here are a few tips to

get you started.

TIP1

29

A leadership pipeline cannot

be successful without full support

and buy-in at senior levels.

If they don’t buy in, who will?


Secure ownership at

the most senior levels. (This is a necessity!)

TIP2

30

Ask yourself: How will your next

generation of leaders perform

relative to your business drivers?


Business drivers must

be at the forefront!


Leaders must be assessed and

developed to perform relative

to what your organization

needs to do to succeed

in the future!

TIP3

32

Make sure you:

1. Provide insights and a

process so they can begin

contributing quickly.

2. Get and keep them engaged.

3. Position them for current and

future success.


Onboard new hires and

new leaders effectively.

TIP4

33

The best have a strong track

record and are supported by

validated research that proves

their effectiveness.


Use assessment and

development processes

that can be adapted for

your organization.

TIP5

34

Corporate headquarters

should encourage and support

mentoring and coaching, while

empowering regional partners

to identify and employ the right

tools.


Execute talent initiatives

both globally and locally.

TIP6

35

To sustain a pipeline initiative,

pay attention to the building of:

1. sound execution plans

2. effective communication

3. clear accountability

4. skill development

5. alignment with related systems

6. success metrics


Weave in principles that

ensure success.


There you have it! Five best practices and six tips.

36


Ready to optimize your pipeline?

37

Pipeline experts are standing by at 800.933.4463 or

[email protected] to help make you successful.

Guidebook to optimizing your leadership pipeline

Education

development needs

new leaders

level of leadership

leaders strengths

leadership ladder

leadership role

highpotential leaders

leadership gap