Executive Assess for Succession Planning Growth and Professional Development v1 Asses… · · 2010-08-16Executive Assessment for Succession Planning, Career Growth and Professional

ExecutiveAssessmentforSuccessionPlanning,CareerGrowthandProfessionalDevelopment

PeakPerformanceGroup,Inc.101WesternAvenueGloucester,Massachusetts01930Phone:(978)281‐5641http://www.PeakPerformanceGroup.com

TableofContentsOverview.............................................................................................................................................................. 4

WhyTakeAdvantageofanExecutiveAssessmentasaToolforProfessionalGrowthandSuccession

Planning? ............................................................................................................................................................. 4

HowCanPeakPerformanceGroup,Inc.Help? ................................................................................................ 6

KeyElementsofNewExecutiveAssessmentandSuccess............................................................................... 7

WhatDoExecutiveAssessmentsMeasure? ..................................................................................................... 8

ExecutiveAssessmentDeliverables................................................................................................................... 8

ExecutiveAssessmentOptions ........................................................................................................................ 10

OptionA:KeyTraitsAssessment................................................................................................................. 10

OptionB:ExecutiveAssessmentforComplexand/orHighStressEnterprises........................................ 11

OptionC:ExecutiveAssessmentforHighRiskEnvironments.................................................................. 12

ExecutiveAssessmentandSelectionforSuccessFeeStructure ................................................................... 13

ExecutiveAssessmentforSuccessionPlanning,GrowthandProfessionalDevelopment

Page3PeakPerformanceGroup,Inc.101WesternAvenueGloucester,Massachusetts01930Phone:(978)281‐5641Email:info@ppg‐i.comWebsite:http://www.PeakPerformanceGroup.com

Copyright©2009,2010byRichardC.Maybury101WesternAvenue

Gloucester,Massachusetts01930(978)281‐5641

Allrightsreserved.

Nopartofthisworkmaybereproducedorcopiedinanyformorbyanymeans–graphic,electronic,ormechanical,includingphotocopying,

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PeakPerformanceGroup,Inc.ExecutiveAssessmentforSuccessionPlanning,CareerGrowthandProfessionalDevelopment

OverviewPeakPerformanceGroup’sExecutiveAssessmentforSuccessionPlanning,CareerGrowthandProfessionalDevelopmentoptionsprovideexecutiveswithakeytooltofocusontheirpersonaldevelopment,allowingthemtooptimizetheirglobalperformanceintheircurrentpositionandpreparingthemforfuturegrowthandexpanded

responsibilities.

Growth‐focusedassessmentsprovidetheindividualwithinsightsontheircurrentandfuturecapabilityrelatedto

theexecutive’sgloballeadershipskills,motivationandpersonaldrivers,organizationalacumen,culturalandenvironmentaleffectiveness,managementskills,strategiceffectiveness,interpersonalandinfluenceeffectiveness,

stressmanagement,andsuccessinadaptingtochangingmarketandglobalbusinessconditions.

WhyTakeAdvantageofanExecutiveAssessmentasaToolforProfessionalGrowthandSuccessionPlanning?Developingfutureleadersisthesinglegreatestchallengethatallenterprisesfacetoday.Corporateresearchover

thelast30yearsprovesthatthosecompaniesthatinvestinthedevelopmentofleadersandmaintainabenchstrengthoftalenthaveasignificantcompetitiveedgedemonstratedinprofitability,marketadaptivenessand

sustainedandpredictableresults.

Executiveassessmentscenteredonthehealthyfocuseddevelopmentofanexecutivesignificantlyincreasesthe

return‐on‐investmentofbothtimeandfinancialresourceswhiledecreasingtheriskofpoorperformanceduetoinadequateleadershippreparation.Successfuldevelopmentalassessmentsdeliver:a)anidentificationofutilized

andunderutilizedpotential;b)identificationofareasfordevelopmentkeytoabusinessleader’ssuccess;andc)developmentalplansthatcouldincludetrainingandeducation,on‐the‐jobexperience,andcoaching.

Developmental‐focusedassessmentsareparticularlyvaluableforhighpotentialcandidates,thoseexecutivesin

keysuccessionplanpositionsand/orinidentifyinghighpotentialcandidates.



Aseriesofrecentcorporatestudiessuggestthatdevelopingleadershiptalent,versusbuyingtransientleaders,isthemostefficientandeffectivemeansofstrategicsuccess.Notableamongthefindings:

Long‐termperformancesuccessledbyasuccession‐basedleaderexceedsthatofexternallyhiredleaders.

Executivesreportthatleadershipbenchstrengthhassignificantlydecreasedduetoeconomicchallengesinrecentyearsandhavefewstrategiestoreversethetrend.

Organizationalperformanceimproveswithregularinternalleadershipchangesyear‐over‐year.

Thesecondmostimportantissuefacingbusinessreportedbycorporatedirectorsissuccessionplanning,secondonlytostrategicplanning.

“…twooutoffivetopleadersfailinthefirsteighteenmonths….inadequateattentiontosuccessionissues…corporationsmustbuildtheirpipelinestothetop.”(WallStreetJournal)

Moreandmorecompaniesarereportingpreferencesforgrowingmanagersandfutureexecutivesover“buying”leadershiptalent.



HowCanPeakPerformanceGroup,Inc.Help?ExecutiveleadersaswellasHumanResourceleadersmustensurethatthecandidatestheircompanyselectsforcurrentandfutureexecutivepositionshavethebestpotentialforlong‐termsuccess.PeakPerformanceGroup,

Inc.providesleadershipassessmentservicesthatwill:

Increasethesuccessofselectionandpromotingtherightcandidatethroughexpertassessmentofleadershipcapability,personality,acumen,culturalandpsychologicalfit.

Enhancethesuccessofthecompanyinanalyzingandidentifyingthoseexecutiveswiththehighestpotentialforsuccess.

Improvetheeffectivenessandefficiencyoftheexecutiveteaminevaluatinggrowthcandidate’sabilitytobesuccessfulintheirspecificanduniquebusinessenvironment.

Increasethepredictabilityofwherethesuccessionorhighpotentialcandidateswillbesuccessfulandareaswhereheorshewillneedsupport.

Supporttheoptimizationofanexecutive’seffectivenessthroughasuccessfultransitiontoanewroleinthecompany.

Improvetheeffectivenessandefficiencyoftheexecutiveteam’sabilitytodetermineinternalcandidatereadinesstotakeonbroadermanagementresponsibilities.



KeyElementsofNewExecutiveAssessmentandSuccessThreeareasofassessmentarenecessaryinprovidinganaccurateandpredictableevaluationofanexecutive.OftenHumanResourcesownstheoverallprocesstoensuretheoptimumfit.HumanResources,orPeakPerformanceGroupinsupportofHR,workwiththeseniorexecutivetoevaluatethebusinessskillsandacumen.PeakPerformanceGroupbringsexpertiseinevaluatingtheadditionalareas:

BusinessSkillandAcumenEvaluation:HumanResourcessupportingtheseniorexecutiveoftenhavetheprimaryroletoensurefullassessmentofthecandidate’sjobhistory,criticalassignments,performance,educationandtechnicalskillscomparedtosuccessfulexecutivesintheirinternalandexternalpeergroup.

PersonalityTraitAssessment:Eachenterprisehasauniquecombinationofdemandsthatseniorleadersmustsuccessfullyaddress.Thesedemandsmayrequireinnatestrengthssuchasworkingwellunderstress,theabilitytoadapttofastchangingenvironmentsandtheabilitytoinfluenceotherstoactforthegreatergoodofthecompany.Relevantpersonalitytraitsaremuchmoredifficultbutequallyimportantandcriticaltoassess.

OrganizationalAlignmentAnalysis:Researchinthecausesofnewhireexecutivefailuresuggestthatmost

oftentheyareduetoorganizational,cultural,andenvironmentalmisalignmentintheformofskills,workstyles,motivationsandvalues.

Theultimategoalsofconductingthethreeformsofassessmentaretoprovidetheclientwith:

a) anaccurateevaluationoftheexecutive’scapabilities,

b) detailedplansfordevelopingtheexecutivetobringlong‐termsuccesstotheenterprise,and

c) toolstoguideandevaluatetheexecutive’s

developmentbyhisorhermanagersuniquelyadaptedtoclient’sbusinessandoperationalenvironments.

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WhatDoExecutiveAssessmentsMeasure?Executiveassessmentsevaluatethebusinessandemployeeleadershipcapability,includingthepersonalityandinterpersonaleffectivenessofthecandidate,inreferencetothetypesofenvironmentsinwhichheorsheneedsto

besuccessful.

Inthecontextoftheclientcompany’sbusiness,operationalandenvironmentdemands,traitsandabilitiesthatare

assessedinclude:

Motive Culturalpreferences Interpersonalinfluence Creativityandout‐of‐the‐

boxthinking Ambition Interpersonalrelationship

development Emotionalstability

Stressmanagement Employeemotivation Problemsolving Comfortworkingwith

ambiguity Strategicthinking Values Adaptabilitytochange Operatingunderstress Trustbuilding

Managementdiscipline Empathy Systemicthinkingcapability Conflictandanger

management Impulsivity Opennesstofeedbackand

learningfromexperience Teambuildingandteam

work

ExecutiveAssessmentDeliverablesThefollowingdeliverables,intheformoftoolsandtechniques,provideindividualexecutivesandclientcompanieswithanaccurateandpredictableassessmentofkeyexecutives.

Thethreeexecutiveassessmentoptionsemploythemtovaryingdegrees.

ProfessionalBusinessandPersonalityAssessmentInstruments:Scientificallyvalid,AmericanPsychologicalAssociationcertifiedandprofessionalproveninstrumentsthatpredictexecutiveperformanceandidentifypotentialproblemareasarethefoundationtoolsforassessingcandidates.

LeadershipCapabilityInterviews:Asanadjuncttotheinstrumentation,briefandefficientone‐on‐one

interviewsareusedtohoneinonareasofstrengthandweakness,providingHRandmanagementwithexamplesandframeworkstoevaluateandpredictsuccess.

CompanyEnvironmentandOrganizationalAnalysis:Abriefandefficientorganizationalanalysisis

conductedforthemorevolatileclientenvironmentswhereexecutivesuccessandtheaccuracyofselectionrestsmorewithleadershipcapabilityrelatedtoculture,values,complexityandthelevelofstressinherentintheoperationsoftheclientcompany.Thisorganizationalassessmentcreatesanoperationalmodelinwhichtoevaluateindividualleadershipcapability.



DetailedandCustomizedIndividualProfessionalDevelopmentPlans:Adetailedprofessional

developmentplaniscreatedthatcouldinclude:trainingandeducation,on‐the‐jobexperiences,executivecoachingandself‐drivendevelopment.

RecommendationstoSupporttheExecutiveinCurrentorFuturePositions:Toincreasetheexecutive’s

long‐termsuccessrecommendationsaremadethatincludesuchthingsasstaffsupport,operationalandprocessdesigndevelopment,professionaldevelopmentandconsiderationsregardingtheuniquenessofthecompany’sculture,valuesandoperationalcomplexityarecreated.



ExecutiveAssessmentOptionsTherearethreeoptionstochoosefromdependingontheclientcompany’sparticularneedsandtheenvironmentinwhichtheexecutivewillwork.Eachassessmentbuildsonthepriorassessment,providingclientswitha

comprehensiveprocessforensuringthebestexecutivecandidateselectionforhiringorpromotion.

OptionA:KeyTraitsAssessmentTheKeyTraitsAssessmentemployspsychologicalinstrumentsthatmeasurecriticalpersonalitytraitsnecessaryforexecutivesuccess.Additionaldataisprovidedastohowcompanyemployeesarelikelytoexperienceandrespond

tothecandidate’sleadershipstyle.

Deliverables:

Aleadershipprofilebasedonananalysisofkeypersonalitytraitsthatincludeleadershipstyle,problemsolving,creativity,stressmanagement,interpersonalrelations,managementdiscipline,motivation,andothertraitsmentionedpreviously

Anidentificationofstrengthsandareasofdevelopmentenablingafocusedandpreciseinvestmentofdevelopmentalresourcesandopportunitiestooptimizethevaluetotheenterprise.

Anindividuallydesignedleadershipdevelopmentplanwithpre‐definedgoalsandmeasurementsallowing

managementtomoreinsightfullyandwithgreaterprecision,efficiencyandaccuracyguideandevaluatetheexecutive’sleadershipandmanagementcapabilitiesandprogressuniquetotheenterprise.

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OptionB:ExecutiveAssessmentforComplexand/orHighStressEnterprisesExecutivescapableofoperatingincomplexstressfulenvironmentsrequirespecificskillsandpersonalitytraitsthat

enablethemtoleadandmanageeffectivelyinsuchenvironments.Thisleadershipassessmentoptionutilizestheprioroption’sassessmentinadditiontoinstrumentsdesignedtospecificallymeasuretraitsnecessaryfor

challengingbusinessenvironments.

Thisoptionisusefulwhenthecandidatewillbeaskedtoleadinanyofthefollowingenvironments:

Complexglobalbusinessoperations Complexproductofferingsandmarket

conditions Complexsalesengagements

Volatilemarketplaces Geographicallydistributedoperational

environments Significantcross‐functionalandglobalteam

effortsDeliverables:

Experientialandskillleadershipcapabilityassessmentsrelatedtooperatingunderhighstress,complexbusinessconditionsandhowheorsherespondstodifficultandproblemsituations.

Assessmentsoftheexecutive’scorevalues,goals,motivationaldriversandpotentialpersonalagenda.

Identificationofleadershipbehaviorsthatcouldpotentiallyunderminetheexecutive’ssuccessspecifictothecompany.

Evaluationoftheleader’sabilityinbuildingandmaintaininghighperformanceteams.

Identificationofriskfactorsorcounterproductivetendenciesthatcouldpotentiallyoccurunderstress.

Descriptionofthetypeofculturetheexecutivewillmostprefertooperateinasaleader.

Avaluesandcapabilityprofileoftheexecutive. Auniqueleadershipdevelopmentplanwithpre‐definedgoalsandmeasurementsallowingmanagementtomoreinsightfullyandwithgreaterprecision,efficiencyandaccuracyguideandevaluatetheexecutive’sleadershipandmanagementcapabilitiesandprogressuniquetotheenterprise.



OptionC:ExecutiveAssessmentforHighRiskEnvironmentsPreparingexecutivesforleadinginahigh‐riskenvironmentisparticularlyandcriticallychallenging.Themajor

benefitofthisoptionisthatthecandidateisassessedinthespecificcontextoftheclient’scompanyandbusinessenvironments,usingdatacollectedandanalyzedfromtheclientcompanyitself.

Thoughbusinessskillsareimportant,successismuchmoredependentonpersonalityfactorsrelatedto:

A) leadingandmanagingunderstressfulandcomplexglobalbusinessconditions,and

B) alignmentofvalues,culturalpreferencesandmotivations.

Ahighriskenvironmentistypicallycharacterizedbyoneofthefollowingbusinessconditions:

Companymergerofacquisition

Companyturn‐around Large‐scalechange

Start‐uptransitiontoagoingconcern Strategicredirection

Aggressivelycompetitiveandvolatilemarketenvironments

Deliverables:Usinganefficientandbrieforganizationalanalysis,amodelofthecompany’soperationaldesign,environmentalcharacter,culture,valuesetsandkeystressorswillbecreated.Inconjunctionwiththedatafromthepriortwoassessments,theexecutivewillbeevaluatedforhisorherabilitytoalignwithandsucceedintheclient’senvironment.Theresultingprofessionaldevelopmentplanenablesthedevelopmentoftheexecutivewithgreaterprecisionandefficacyrelatedtokeyleadercapabilitiesthataretraditionallyoverlooked.



ExecutiveAssessmentandSelectionforSuccessFeeStructureOptionA

KeyTraitsAssessmentOptionB

ExecutiveAssessmentforComplexandHighStressEnterprises

OptionC:ExecutiveAssessmentsforHigh

RiskEnvironments

TheKeyTraitsAssessmentemployspsychologicalinstrumentsthatmeasurecriticalpersonalitytraitsnecessaryforexecutivesuccess.Additionaldataisprovidedastohowkeystakeholdersarelikelytoexperienceandrespondtotheexecutive’sleadershipstyle.Keytraitsassessedwillinclude:

Strategicthinking Interpersonalinfluence Creativityandout‐of‐the‐

boxthinking Ambition Interpersonalrelationship

development Emotionalstability Problemsolving Comfortworkingwith

ambiguity Impulsivity Adaptabilitytochange Reactionsunderstress Managementdiscipline Empathy Systemicthinkingcapability Opennesstofeedbackand

learningfromexperience Teambuildingandteam

work Gregariousness Conflictandanger

management Trustbuilding

Executivescapableofoperatingincomplexstressfulenvironmentsrequirespecificskillsandpersonalitytraitsthatenablethemtoleadandmanageeffectivelyinsuchenvironments.Thisleadershipassessmentoptionutilizestheprioroption’sassessmentinadditiontoinstrumentsdesignedtospecificallymeasuretraitsnecessaryforchallengingbusinessenvironments.Thesetraitsinclude:

Operatingunderstressfulconditions

Corevalues Goals Howthecandidate

respondsunderdifficultandproblemsituations

Motivationaldrivers Personalagendasthe

candidatemighthave Teamleadership Preferredcultureandhow

thecandidatewillbeexperiencedbysubordinatesandcolleagues

Thedevelopmentofkeyexecutivesforahigh‐riskenvironmentisparticularlychallenging.Thoughbusinessskillareimportant,successismuchmoredependentonpersonalityfactorsrelatedto:

A) leadingandmanagingunderstressfulandcomplexbusinessconditions,and

B) alignmentofvalues,culturalpreferencesandmotivations.

High‐riskenvironmentsincludemergersoracquisitions,companyturn‐arounds,largescalechangeandstrategicredirections.Usinganefficientandbrieforganizationalanalysis,amodelofthecompany’soperationaldesign,environmentalcharacter,culture,valuesetsandkeystressorswillbecreated.Inconjunctionwiththedatafromthepriorassessments,theexecutivewillbeevaluatedforhisorherabilitytoalignwithandsucceedintheclient’senvironment.

KeyTraitAssessmentFee:$6,750 ExecutiveAssessmentforComplexandHighStressEnterprisesFee:

$14,000

(IncludesOptionA)

ExecutiveAssessmentforHighRiskEnvironmentsFee:$33,500

(IncludesOptionsAandB)



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PEAKPERFORMANCEGROUP,INC.FromourofficesonCapeAnn,whichjutsintotheAtlanticnorthofBoston,thePeakPerformanceGroup(PPG)overlooksthefamousstatusoftheGloucesterfisherman:witheyesfixedonthehorizonandhandsgrippingthe

helm,heisreadytocopewithallkindsofweatherandconditions–fromsmooth,coastalwaterstorough,dauntingseas.

Forusthestalwartcaptainalsostandssymboltothevariousjourneyswehelplaunchourclient‐partnerson:

Journeysthatenablethemtoexploreandtreasurethenatural

desireofpeopletobesuccessfulandexpertatwhattheydo.

Journeysthathelpthemdiscoveranddealwithparticularbusinesschallengesimpedingthesuccessandprogressofanindividual,anorganizationandthesynergisticintegrationofthetwo.

Journeysthathavebeenchartedandvalidatedbythesolidundergirdingsofresearchinhumanmotivationandperformance.

Journeysthatprovideourclientswithinsightsandskills–withrudderandballast–thatservethemwell,timeandtimeagain,undereverchangingconditions,nomatterthecircumstance.

PPGIntegratedProductsandServicesInclude:

OrganizationalAnalysis&DesignServices ProfessionalEducationandTraining InstructionalDesignandDevelopmentServices

TeamDevelopmentandTeamBuilding ExecutiveCoaching ExecutiveandEmployeePerformance

Assessments

PeakPerformanceGroup,Inc.

101WesternAvenue,Gloucester,MA01930Phone:(978)281‐5641Email:info@ppg‐i.com

Pleasevisitusat:http://www.PeakPerformanceGroup.com

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Executive Assess for Succession Planning Growth and Professional Development v1 Asses… · · 2010-08-16Executive Assessment for Succession Planning, Career Growth and Professional