Leadership Development v. 2.0

2015

An Implement Point of View

2

Facts about Leadership Development in Implement

Hogan MBTI 6 Styles WholeBrain Situational Leadership

Certificates

Recent Publications

28

12

8

# of leadership development

specialists in Scandinavia:

Turnover

2014/15:

64m DKK

… and more

Collaborations … and more

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In brief

For decades management thinkers across the world have offered their views on the elements of great leadership. A

combination of these experts have been inspirational sources for us when we zoom in on The Implement Angle on

great leadership and great leadership development. This point of view shares the highlights of our views on

leadership and leadership development:

1. Leadership and leadership development shall mirror the strategic journey of the organisation

2. We are normative about the how and why of good leadership

3. We measure the impact

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STRATEGIC LOGIC

ECONOMIC LOGIC

EXTERNAL FOCUS

INTERNAL FOCUS

One Company

Customer Centric

Turnaround Accelerated

Growth

Change the Game*

Strategic transformation calls for a change of leadership focus

Organisations are typically undergoing one or

more of five strategic transformation journeys

Any strategic transformation calls for a change

of leadership focus, which may require

accelerated leadership development

Leadership development need to support and

strengthen the strategic transformation journey

of the organization

“Strategic transformation”: Albertsen, Kirkegaard and Leifelt, 2012

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Strategic themes that may trigger leadership development

One Company

The organization has been growing and developing organically and/or via mergers and acquisitions. There is a need to consolidate the

organization and deliver on the internal synergies. It is crucial for management to create a shared vision that makes sense at all levels of the

organisation, to break up the organisational silos and create strong horizontal leadership integration in order to make all units and employees

work more as one company.

1

Turnaround

The organisation has been struggling to deliver the expected results and more serious measures need to be taken in order to secure the long

term survival of the organisation. Leaders must show consequence and “hard empathy” in the way their performance manage their unit. Tough

decision making and rapid execution of decisions must prevail and leaders will need to re-create the engagement at all levels.

2

Customer Centric

The organisation has failed to focus on the marked and the customers and has become out of sync with their customer needs, thus loosing

market-share to the competitors. The task for leaders in the organisation is to build passion for the customers and direct strict focus on customer

satisfaction. Dedication to product quality and customer service is crucial.

3

Accelerated Growth

The organisation has an unexploited product or market potential and need to put measures and strategies in place that will secure the expected

growth before competitors catch up. Leading organisations towards accelerated growth requires leaders who knows how to set motivating and

stretched targets, conduct pace-setting leadership and constantly keep their eyes on the market development.

4

Change the Game

The organisation is facing technological or legislative changes that will transform their industry and it is time for the organisation to explore new

ideas and perhaps to re-invent it’s business model. This situation calls for leaders that are courageous and passionate about finding a new path.

Leaders need to drive innovation and ensure a shift of mindset and culture towards the new business model.

5

6

One Company

Leadership capabilities:

Communication of the shared vision

Integration vs diversification

Collaborative leadership (compromising)

Changing old habits

Cultivate constructive differences

Alignment and implementation of common

systems and tools

Typical Pains:

Cultural tyranny

Unrealizable potential of synergy

Us vs. them culture

Information chaos

Reference cases:

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Turnaround

Leadership capabilities:

Prioritization and economic awareness

Balance hope and crisis awareness with short

term focus through symbolic actions

Managing lay-offs and cutbacks

Communication and clarity – Handling resistance

Executive management team closer together –

strong sense of unity and support within

management teams

Typical pains

Hesitation on difficult decisions

Leaders appear troubled and unapproachable

Marionettes of top-management

Low interest in employee contribution

Talent retention

Silo thinking instead of company

Reference cases:

8

Accelerated Growth

Leadership capabilities:

Internationalization - outlook towards new

markets

Talent recruitment and development

Cultivate a shared value proposition

Integration of new companies (acquisitions)

Nurture company DNA

Branding

Typical Pains:

Diffuse target overview

Excessive focus on numbers

Onboarding new organization

“Kill your darlings”

Reference cases:

9

Customer Centric

Leadership capabilities:

Focus on clients’ demands

Awareness of the future needs of the client -

and capable of acting proactively.

Client engagement in leadership development

Seeing the business from the clients

perspective (outside-in)

Typical Pains:

Concerned about own product/service

Unable to develop an effective organization

delivering on customer service expectations

Capacity design – aligned with x--- demands

Unable to create LEAN customer service

delivery system

Reference cases:

10

Change the Game

Leadership capabilities:

Driving innovation

Capability building + development

Cultural agility

Individual ability to acquire new competencies

Flexible thinking

Typical Pains

Leaders are unable to challenge and rethink

the industry

The organizational culture is not ready for the

new challenges

Incentive systems remunerate old behavior

Reference cases:

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Great leadership is …

Customer centric – speaks the voice of the customer

Authentic – has personal integrity and engagement

Purpose driven – creates meaning through a compelling mission and vision

“Gutsy” – shows courage and intelligence to confront inappropriate processes

and behavior

Collaborative - trust-based balance of employee loyalty and autonomy

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Business impact of great leadership development

We use the following KPI’s to measure the business

impact of leadership development and changes in

leadership behavior:

Increased retention-rate (of key people, un-wanted leavers)

Increased employee engagement / satisfaction

Deeper strategic understanding and sense of purpose

Lower average number of sick days

Efficient execution of strategic decisions

Increased speed of change execution

Efficiency measures

Service measures

Quality measures

Traditional financial measures

Leadership impact measurement is not an exact scientific discipline, therefore, we have to use our analytical skills and insights from

research:

“Leadership has been a primary driver of employee engagement for as long as we have studied it. Our studies (…) have shown a

clear correlation between high employee engagement and improved financial and operational results.”

Global Workforce Study, Towers Watson 2012, p. 9.

Learning

activity

ASSESSMENT

0-7 days before

Pre-test

?

@

LEARNING

@

0-14 days after

Satisfaction and post-test

?

@

IMPLEMENTATION

6 months after

Job test

?

@

Knowledge

Attitude

Behavior

Knowledge

Attitude

Satisfaction

Knowledge

Attitude

Behavior

WHAT WE MEASURE...

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The Implement edge on Leadership development

”Improving business through people”

Scandinavian – we are experts on Scandinavian leadership

Focus on business - we prefer to talk about your actual business challenges

rather than models and theories

Impact – we create a measurable impact of leadership behavior

Normative – we take pride in having an attitude to leadership behaviours

Expertise access – we have 350+ colleagues with deep functional expertise

in related areas

Change with Impact.