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Engaging the Future: Why Investing in Emerging Leaders Matters
- 1. Engaging the Future Why Investing in Emerging Leaders Matters Suzi Alligood, SCP, SPHR VP, People Development & Culture
- 2. 1. 30-minute presentation & 15-minute Q&A 2. Enter Questions in the Chat Window throughout the presentation 3. Slides & Recording available to attendees 4. Get alerts about new events, webinars and content by subscribing at xeniumhr.com Housekeeping Items
- 3. PRESENTER MODERATOR Suzi Alligood VP, People Development & Culture Brandon Laws Director of Marketing
- 4. What we’ll cover The most important leadership skillsets your employees should be developing Professional development recommendations for developing each leadership skill, including examples of theory, social, and experiential learning How to use professional development to attract and retain high- potential employees and emerging leaders
- 5. Why is Leadership Development Especially Relevant 1. Growing Leadership Gap 2. Competitive Labor Market
- 6. Top Leadership Competencies Emotional Intelligence Communicating to Influence
- 7. Emotional Intelligence • Self-Awareness • Self-Management • Social Awareness • Relationship Management
- 8. Communicating to Influence Credibility & Impact Professionalism Coaching & Feedback
- 9. Who do you develop? Those who are: • Committed to your Organization • Demonstrated aptitude • Express a passion for developing others
- 10. Talent Review - 9 Box Grid
- 11. Development Strategies • Career Development Plan • Shadow Opportunities • Leadership Assignments • Training & Education • Senior Leader Mentor • External Coaching
- 12. Competency Development - Example Leadership Competency Theory (10%) Social (20%) Experiential / On the Job (70%) Emotional Intelligence – Recognizes and understands emotions, strengths & weaknesses in yourself and others, and uses this awareness to manage behavior, develop positive relationships, and achieve individual and team goals. Training Course: Leadership Essentials Reading: Emotional Intelligence 2.0, Dr. Travis Bradberry Media: Emotional Intelligence video, Daniel Goleman 1. Participate in book club on relevant topic. Share development areas with mentor or trusted colleague and ask for real time feedback. 2. Complete EQ assessment and share results with colleagues with whom you work closely. Request feedback from colleagues regarding your strengths, opportunities and blind spots. Compare their assessment with your self-assessment. Create a plan for leveraging your strengths, developing an opportunity, and managing a blind spot. Coaching & Feedback - Guides others in goal setting, identifying resources and measuring success; provides encouragement and ongoing feedback to help others strengthen specific knowledge/skill areas needed to accomplish a goal, task, solve problem. Provides timely, meaningful feedback to help others strengthen specific knowledge or skill areas needed to accomplish a task or solve a problem; does not allow problems to persist. Training Course: Coaching & Constructive Feedback Reading: How to Say Anything to Anyone, Shari Harley The Coaching Habit, Michael Bungay Stanier www.boxofcrayons.biz 1. Participate in book club on relevant topic. Share development areas with mentor or trusted colleague and ask for real time feedback. 2. Ask a direct report for feedback about how you can improve your coaching and feedback. Use the feedback to make improvements. 1. Plan and script feedback using DESC. Review your communication with a peer manager, your supervisor or HR and request feedback for improvement. Deliver your feedback to the intended person. 2. Use the GROW Coaching Worksheet in your next 1-1-1 meeting with a direct report.
- 13. REVIEW • Engage and retain top performers through leadership development • Equip employees before they are promoted to manager roles • Customize development plans that include development of important soft skills
- 14. Questions?
- 15. Suzi Alligood, SCP, SPHR Suzi.Alligood@XeniumHR.com 503-612-2067 General Contact Information: Xenium HR 7401 SW Washo Court, Suite 200 Tualatin, OR 97062 Xeniumhr.com info@xeniumhr.com 503-612-1555 Follow us: @xeniumhr /xeniumhr /xeniumhr Get our free resources: Blog: xeniumhr.com/blog Podcast: xeniumhr.com/podcasts Webinars: xeniumhr.com/webinars CONTACT
Notas del editor
- Quick demographics – growing, young workforce; tight labor market Top leader skills Identifying who to develop Strategies for development Takeaway – development opps by competencies
- WHY this topic of investing in leaders is relevant? Over the past few years, investing in leadership development has been on the top of list of talent/employer trends. It has become a priority because we know that people in supervisory/management roles have a significant impact on organizational culture and performance. We will talk about why this is increasingly important given the changes in our workforce and job market. Second, WHAT are the top skill sets required for current and future, emerging leaders? Based on my experience training and coaching emerging leaders, as well as other published information, there are some clear leadership skill gaps. We will focus on 2 main competency areas in this webinar. Ideally, employers are developing a plan to equip their high performing employees before they are thrust into a position of supervising others. For many small to medium size businesses, this hasn’t been the traditional practice. I will offer an example of how you may go about identifying and developing employees. Lastly, HOW can employers approach professional development to engage and retain your high potential employees? Many employers are discovering that employees will not stick around if they do not see a career path or have an opportunity to learn new skills or advance within the organization. Having some sort of professional development program, where employees can be exposed to new experience and learn new skills, increases your chances of engaging and retaining your high achievers– even if you don’t have a promotion opportunity readily available. We will review an example of how you can strategically identify and develop employees.
- This conversation is relevant because of two key factors: There is a growing gap in leadership talent, and because our economy is improving and unemployment at a low, there is increased competition for talent. The American work force has never been more diverse, with generations spanning from Baby Boomers to Gen X-ers and beyond. In recent years, however, Millennials (adults aged 19 to 35) have driven the biggest transformation in workplace dynamics. In 2015, millennials became the largest generation in the American workforce, as reported by Pew Research Center. The two youngest generations (Millennials (1980 – 2000) & Gen Z – born after 2000) together will compose nearly 70 percent of global employees within the next few years. Part of the growth of younger workers is due to immigration. In the past five years, over half of newly arrived immigrant workers have been Millennials. Employers need to leverage younger workers for leadership as Boomer employee numbers decline, and there will not be enough Gen X employees to assume these roles. Organizations cannot afford to be complacent about the increasing number of younger leaders. With Millennials moving into leadership positions, and an even younger generation (Generation Z) preparing to enter the work force, employers who are providing training and development will be in a better position to engage and retain talent, especially in the tight labor market. As a highly educated and technologically connected group, millennials approach the workplace with the mentality, "What's in it for me?" They are the generation most likely to switch jobs and be on the lookout for new opportunities. Millennials want more out of life, and they believe they can get it. In a recent study by Randstad and Morar Consulting*, nearly 84% of Gen Z workers said they aspired to be leaders, while 79% of Millennials said the same. Younger employees are focused on advancement (professional & financial) and influencing. According to Gallup, 87% of Millennials agree that development is important in a job and therefore influences their engagement. *Netherlands-based human resources juggernaut, Randstad, recently partnered with brand strategy firm, Millennial Branding and London-based Morar Consulting to conduct a survey of more than 4,000 workers across 10 global markets between June 22 and July 11 to discover how Millennial and Gen Z workers differ in their professional outlook.
- One of the biggest challenge for leaders today is managing these different personalities while maintaining a strong, productive culture in a diverse environment. In addition to needing the “basics of supervising others”, employers are finding that many of their younger workers are lacking the soft skills required to effectively supervise and lead others. Gap in soft skills such as communication and advanced leadership skills. The term “soft skills,” in contrast to “hard skills” which are technical in nature, encompasses a wide range of non-technical skills, ranging from “self-awareness” to “people skills” to “problem solving” to “teamwork.” These skills may be less tangible and harder to master and measure than many of the technical skills, but they are absolutely critical to the success or failure of any individual in the workplace. When employees have significant gaps in their soft skills, there are significant negative consequences. Potentially good hires are overlooked. Good hires go bad. Bad hires go worse. Misunderstandings abound. People get distracted. Productivity decreases. Mistakes are made. Customer service suffers. Workplace conflicts occur more frequently. And worse, good people leave. Emotional Intelligence and Communication skills sets are not generally taught in school or at home (although there have been some developments). These are areas managers continually struggle with and are the focus of leadership coaching. As we continue to rely more on technology for communication and work remotely, these skills will be even more critical. Business will still be about people; and our ability to connect with others is critical to our success. The good news is that Emotional Intelligence and Communication skills can be developed; and based on my experience with younger employees, they are open to learning and have a large interest in applying these skills.
- High emotional intelligence has been linked to positive leadership as well as individual and organizational success. According to a study by Dr. Travis Bradberry author of Emotional Intelligence 2.0, 90% of top performers tested high in emotional intelligence. On the flip side, just 20% of bottom performers rated high in emotional intelligence. So, what exactly is emotional intelligence? Well, it consists of 4 skills. Self-Awareness or Self-Objectivity Being Self-Aware consists of: Possessing an accurate assessment of your leadership strengths & weaknesses, including fatal flaws that can derail you. Being in tune with your thoughts and emotions and how they impact your behavior Open to feedback as opportunity to improve your performance; Being open-minded and a continuous learner A common struggle for managers, which impacts their overall effectiveness, is a lack of self-awareness. Managers have positive intentions but may not recognize how their behavior is impacting others. Self-Management includes: Regulates emotions and behavior especially during stressful situations – Thinks before acting Accepts full ownership and accountability for actions and results Demonstrates behavior consistent with one’s values intentions Applies continuous learning/improvement mindset Leaders with good self-control control their emotions, vs. let their emotions control them and maintain a resourceful state when stress is high. Leaders who lack this control tend to have unpredictable behavior, which easily leads to a lack of confidence and feelings of distrust from their team. Social Awareness involves the following : Understands the emotions, needs, and concerns of other people Recognizes the power/interpersonal dynamics in a group Demonstrates empathy and good listening skills When leaders respond to the needs and feelings of other people (peers, employees, customers), they gain their trust. Relationship Management: Develops positive working relationships Fosters a culture of teamwork and collaboration Inspires and influences others to adopt and work through change and conflict The ability to build bonds and connections increases a leader’s ability to influence.
- Younger employees are interested in having influence and impact in the workplace and world. In additional to Emotional Intelligence, there are some key communication skill sets that are required. They are defined here. 1. Credibility / Impact – Creates a credible first impression, commanding attention and respect; demonstrates confidence; is looked to for direction in a crisis; faces adversity head on; energized by tough challenges. Demonstrates integrity and achieves consistent results. 2. Professional Communication - Clearly conveys information and ideas to individuals or groups in a manner that engages the audience and helps them understand and retain the message; organizes and structures communication to be professional, positive and succinct; demonstrates active listening and appropriate body language. Proactively communicates important, relevant messages to the organization, through the right channels, measured against well-considered organizational and communications-specific goals. 3. Coaching & Feedback - Guides others in goal setting, identifying resources and measuring success; provides encouragement and ongoing feedback to help others strengthen specific knowledge/skill areas needed to accomplish a goal, task, solve problem. Provides timely, meaningful feedback to help others strengthen specific knowledge or skill areas needed to accomplish a task or solve a problem; does not allow problems to persist; regularly reviews performance and holds timely discussions; can make negative decisions when all other efforts fail. (Becoming critical for ALL roles, as the importance and reliance on teams grows)
- So, how do you go about identify your next leaders? You want to get the biggest return on your investment, so it deserves some thought and strategy. At a high level, you want to consider the employees who demonstrate the following: Commitment Aptitude Passion for leading others* *This is critical. Many high performing employees are promoted into people leadership roles and fail / decline in contribution because it is not their true interest, and you risk losing a solid technical employee. Just because they can doesn’t mean they should.
- The 9-box grid is most commonly used in succession planning as a method of evaluating an organization’s talent pool and identifying potential leaders. When used in succession planning, the horizontal assesses leadership performance and the vertical assesses leadership potential. The combination of the X and Y axes determines where the leader is placed in the 9-box grid. Individuals in the upper right quadrant (Box 1) will then be identified as high-potential candidates in the company’s succession plan. Generally this assessment is performed at least annually as part of the talent planning process. It requires thoughtful review and calibration of results by management. There are different strategies, that warrant specific development plans, given the employee’s placement on the grid. Your highest priority, biggest bang for your buck, are the employees who fall into the top right corner of the grip – your future leaders.
- Examples of development for your future leaders can include: Customize a career-development plan. (First you want to have a clear understanding of their aspirations and interests (in addition to strengths). Provide them with shadowing opportunities where they can unhook from their present role and walk with another in a role that they may hold in the future. Pair them with a mentor in senior leadership that can guide them along the path and help you in watching for any signs of dissatisfaction or potential threats to retention. Seek out opportunities for them to serve as a role-model to others by asking them to mentor and coach Future Stars. Consider providing them with external coaching to help them enhance their potential and expand their skill set further. Encourage participation in leadership roles on external boards and committees where they can learn about leadership from an external and public perspective.
- Here is an example of how you can structure and define development opportunities by competency. This can serve as a reference/tool for employees seeking to expand their skills and experience when preparing for a leadership role. They, or their manager, does not have to start from scratch or research training & dev opps if they have this roadmap to follow. Competency descriptions are listed on the left (KSA) Activities are broken down by type: Theory, Social, Experiential (weighted based on how people learn) You can customize to fit your org needs.
- We’ve discussed why investing in future leaders is important – it expands your organizational capabilities and contributes to business growth. Smaller employers can experience big impact in their ability to attract and retain talent by: Defining critical leader competencies Creating a list of relevant development opportunities; and Proactively identifying and developing employees who are able and committed for leadership roles The key takeaway is to do the work before promoting your high performer into a manager role!
- Thank you so much for your time and attention during this presentation.