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<ul><li>The Lindmand Group </li></ul><ul><li>Hong Kong </li></ul><ul><li>Melbourne </li></ul><ul><li>Newport Beach </li></ul><ul><li>Paris </li></ul><ul><li>Singapore </li></ul><ul><li>La Jolla </li></ul>Leveraging Your HR Capital © David Workman 2009 COMPETENCY BASED LEADERSHIP DEVELOPMENT

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<ul><li>Competencies and skills matter! </li></ul><ul><li>Critical skills can be developed. </li></ul><ul><li>Some people are well equipped to learn critical skills. </li></ul><ul><li>It takes rigor to make development work. </li></ul>Leveraging Your HR Capital © David Workman 2008

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<ul><ul><li>85% of the common skills that lead to effective management and leadership are known. </li></ul></ul><ul><ul><li>The behavioral and attitudinal skills it takes to do a job are known and are mostly consistent across situations. </li></ul></ul>Leveraging Your HR Capital © David Workman 2008

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<ul><ul><li>Adults are experiential learners. The experiences that lead to the development of leadership skills is known. </li></ul></ul><ul><ul><li>No matter how talented, no-one joins an organization knowing all they need to know and remains successful. </li></ul></ul>Leveraging Your HR Capital © David Workman 2008

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<ul><ul><li>Some people learn far better from experience than others. </li></ul></ul><ul><ul><li>There is a shortage of skilled learners, fortunately “Learning Agility” can be developed. </li></ul></ul><ul><ul><li>It is fairly predictable who has the best chances of building the key skills necessary for the future. </li></ul></ul>Leveraging Your HR Capital © David Workman 2008

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<ul><ul><li>Random processes aren’t good enough to keep the organization vibrant. </li></ul></ul><ul><ul><li>The organization needs a set of best practices and a system that leads to the most effective use of resources to produce current and future leaders. </li></ul></ul>Leveraging Your HR Capital © David Workman 2008

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Leveraging Your HR Capital © David Workman 2008

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Leveraging Your HR Capital © David Workman 2008

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<ul><li>Core competencies that research has identified as being related to core success. </li></ul><ul><li>Career Stallers and Stoppers which can stall or stop otherwise promising careers. </li></ul>Leveraging Your HR Capital, David Workman 2008

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<ul><li>The major and continuing studies at the center for creative leadership. </li></ul><ul><li>Long term studies at AT&T and Sears. </li></ul><ul><li>Studies by Harry and Daniel Levinson, Kotter, Gabarro, Jaques, Kouzes and Poser, Bennis and Titchy. </li></ul>Leveraging Your HR Capital, David Workman 2008

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Leveraging Your HR Capital © David Workman 2008

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<ul><li>Introduce COMPETENCIES </li></ul><ul><li>ANCHOR them in the business </li></ul><ul><li>Create success PROFILES </li></ul><ul><li>IDENTIFY the high potentials </li></ul><ul><li>TELL them what they need to know (building self awareness) </li></ul><ul><li>Use ASSIGNMENT Management </li></ul><ul><li>Leverage LEARNING </li></ul>Leveraging Your HR Capital © David Workman 2008

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Leveraging Your HR Capital © David Workman 2008

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<ul><li>Managing Director of The Lindmand Group. </li></ul><ul><li>Advisor to the State Service Commission of New Zealand. </li></ul><ul><li>Former Senior Vice President of HR for Piedmont Airlines, Inter-Continental Hotel Corporation and Marriot In-Flight Services. </li></ul><ul><li>Held senior leadership roles within the Disney Organization. </li></ul><ul><li>Master Associate of the LEADERSHIP ARCHITECT® suite. </li></ul><ul><li>Educated at the University of California (UCLA), University of Southern California (USC) and The New York School of Industrial and Labor Relations (Cornell). </li></ul>Leveraging Your HR Capital © David Workman 2008 “ What all effective people have in common is the practices that make effective whatever they are. In other words, effectiveness is a habit… a complex of practices. And practices can always be learned. ” - David Workman

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Leveraging Your HR Capital © David Workman 2008