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Global Leadership Forecast 2014|2015

Jo Lane, Senior Consultant

The 22nd Annual Hotel General Managers Conference

20th January 2015

Ready-Now Leaders:Meeting Tomorrow’s Business Challenges

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The Conference Board CEO Challenges

Percent of Leaders Considering Themselves Very Prepared

Quality of Leadership

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40%2014

Leader Rating

38%201137%

2009

25%2014

25%2011

HR Rating

46%

Critical Positions That Can Be Immediately Filled

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There’s a Difference

Performance

Potential

Readiness

How one is performingnow in current role

One’s likelihood of leadership growth

One’s fit with a specific role, job or job family

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WHAT PEOPLE

KNOWTechnical and/or

professional

information needed

to successfully

perform job activities

WHO PEOPLE

AREPersonal dispositions

and motivations that

relate to job

satisfaction, job

success or failure

A Holistic View of Success

WHAT PEOPLE

CAN DOA cluster of

behaviours performed

on a job

WHAT PEOPLE

HAVE DONEEducational and

work achievements

needed

to successfully

perform job activities

SM

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SOFT SKILLS EQUAL HARD IMPACT

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What makes a leader

“BEST–EVER”

1. Recognised me appropriately

2. Supported me without taking over

3. Involved me in decisions

4. Listened to me

5. Took time to explain rationale for decisions

6. Took care to maintain my self-esteem

Source: Lessons for Leaders, DDI 2012

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Time Spent Interacting vs. Managing

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Preferred Time Interacting vs. Managing

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WHAT NOW

#

What Organisations Value

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WHAT NOW

#

How Leaders Develop

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70 : 20 : 10On-the-Job

Learning

(developmental

assignments, special

projects, task forces)

Learning

from Others

(coaching by

managers/mentors,

shadowing others,

networking)

Formal

Learning

(training courses,

books/articles,

diagnostic

assessments)

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Myth Meets Reality

Leadership Development Mix

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SO WHAT

?

Learning Journey

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Organisations Using

Learning Journeys Are:

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Bottom 20%

2.5x

Top 20%

3.4X 2.9X

SO WHAT

?

THE {new} ROLE OF HR

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Partner

• Embedded in business• Resolves talent issues• Supports rollout of talent

management initiatives

60%

What Role Does HR Play?

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• Develops andadministrates policy

• Ensures compliance• Source of HR expertise

when asked

Reactor 22% Anticipator

• Align talent capabilitieswith business strategy

• End-to-end talent management architecture

• Interpret talent trends and translate into opportunities

18%

HR

Talent + Strategy Boosts

Financial Performance

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Bottom 20%

6.2x

Top20%

SO WHAT

?

What Happens When You Get It Right?

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Outcomes That Count

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Effectiveness of leadership development programs

Leader engagement and retention

Current quality, future bench strength

Composite financials: profitability, earnings per share, 5-year rate of return to investors, and stockholder equity

SO WHAT

?

+ 6x

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Financial Impact

7.4x

8.8x

2011 2014SO WHAT

?

+ 6x

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Financial Impact

7.4x

8.8x

2011 2014

9x

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