Building Future Leaders

Catholic Charities USA Annual Gathering October 1, 2012

Collaborating to accelerate social impact

Opening reflection

• What experience(s) or supports have been most powerful in your own development as a leader?

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Five processes drive successful development

1

2

3

4

5

Engage senior leaders

Understand future needs

Develop future leaders

Hire leaders externally as needed

Monitor and improve practices

Build culture that supports development

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More detail on the five processes:
1 2 3 4 5

Engage senior leaders
• Make the business case for leadership development • Set expectations for line managers and hold them accountable • Build and develop the senior team • Make the most of available HR resources • Engage the board regularly

Understand future needs

Develop future leaders

Hire leaders externally as needed

Monitor and improve practices

Build culture that supports development
• Define key position • Create talent • Define the critical requirements, tradechampions, leadership capacities offs you are willing managers who are required to achieve to make effective and the organization’s committed to goals in the next • Create opportunities leadership three to five years for both the development organization and the • Assess the potential candidate to assess • Create a 70/20/10 of current staff to whether the mix of development take on greater candidate is a good opportunities (70% responsibility fit for the role and on-the-job stretch • Establish a Plan A: for the organization opportunities, 20% three-year plan for coaching/mentoring, • Design an oncritical positions by 10% formal boarding process identifying training) that supports the candidates for new hire’s future openings and • Co-create and follow capabilities and through on their development relationship individualized needs development development plans • Establish clear goals to guide leadership development efforts • Collect data to evaluate progress • Establish checkpoints to monitor progress • Refine practices based on results and any changes to strategic goals

Source: Plan A: How Successful Nonprofits Develop Future Leaders, available at www.bridgespan.org Future Leaders_CCUSA Bridgespan 4 TBG 121001 Developing

Five processes drive successful development

1

2

3

4

5

Engage senior leaders

Understand future needs

Develop future leaders

Hire leaders externally as needed

Monitor and improve practices

Build culture that supports development

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Question for discussion: Future leadership needs

• Looking 3-5 years out, how will your organizations’ future leadership needs (work behaviors, capabilities, roles) change from today’s?

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Traditional discussions of people tend to focus on levels of performance – how good they are today

“Poor Performer”

“Good Performer”

“Strong Performer”

LOW
Source: Kemp & Watson

PERFORMANCE

HIGH

A performance-potential matrix helps inform whom we focus on developing and what investment looks like
HIGH

“Nugget”

“Developing Star”

“Super Star”

POTENTIAL

“Dilemma”

“Strong Player”

“Today’s Star”

“Chronic Underperformer” LOW

“Safe Hands”

“Reliable Professional”

Source: Kemp & Watson

LOW

PERFORMANCE

HIGH

Question for discussion: Assessing current potential

• Place two of your direct reports on the performance-potential matrix • Then identify what experiences might best support their development
- Keep in mind the 70/20/10 ratio

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Five processes drive successful development

1

2

3

4

5

Engage senior leaders

Understand future needs

Develop future leaders

Hire leaders externally as needed

Monitor and improve practices

Build culture that supports development

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Some data on managers…
Talent Management Commitment

High

42%
Strivers

Talent Champions

19%

Low

Talent Rejecters

31%

The Half-Hearted

8%

Low Talent Management Effectiveness

High

Source: CLC Human Resources, CLC Talent Management Effectiveness Survey, Corporate Executive Board
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Question for discussion: Developing future leaders

• What actions could you take to maximize the number of “talent champions” in your organization?

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Closing reflection

• What are your key takeaways about how to improve leadership development in your organization? • …And who will you share your insights with to get the support you need?

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Thank you to our funders
We would like to thank Omidyar Network, the David and Lucile Packard Foundation, and the Deerbrook Charitable Trust for their generous support in developing this research.

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To jumpstart your team’s conversations about leadership development, take Bridgespan’s Leadership Diagnostic Survey at www.bridgespan.org/LeadershipDiagnostic And download Plan A: How Successful Organizations Develop Future Leaders at www.bridgespan.org Updates on our leadership development work will be available via our newsletters. To sign up, visit: www.bridgespan.org/subscriptions If you have any additional questions, feel free to contact Preeta.Nayak@Bridgespan.org

Collaborating with leaders to accelerate breakthrough social impact
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