Leland Sandler: Leadership and Succession Development

Leland Sandler
Exec Director Leadership Development
Leadership & Succession Development:Leadership & Succession Development:
Managing Talent in PharmaManaging Talent in Pharma

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Leadership & Succession DevelopmentLeadership & Succession Development
What is it & how we do itWhat is it & how we do it
Thoughtful process for identifying, developing, and
promoting talent to ensure we have the right people, in the
right job at the right time
We do this through …….
>Comprehensive Leadership Development Process
>Defining Senior Leadership Competencies (now and in future)
–Way of Being
–Way of Doing
>Detailed Leadership Assessments
>Objective Talent Management Reviews

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Building the Leadership Pipeline at AmylinBuilding the Leadership Pipeline at Amylin
Leadership Learning & Development
Inputs
TALENT
• Assessment Center
• Performance Review
• Career Planning
• Leadership Development
Mosaics
POSITION
• Staffing Needs
• Position Description
• Int/Ext Sourcing
TALENT
ASSESSMENT
Mosaic Conversations
• Performance
• Potential
• Retention Risk
• Derailers
POSITION
ASSESSMENT
• Competencies
• Skill/Knowledge
• Criticality
• Timing of Opening
Succession
Planning
Outputs
• Talent Bench
• Talent Metrics
Diversity and Engagement Strategies
Outputs
• Readiness Rating
• Talent Grid
• Succession Plans
• Development Plans
•Training
•Coaching
•Experiences
& Practices
Right
Person
in the
Right
Role
at the
Right
Time
=
Right
Results

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Way of Being
 Resilience
 Accurate Self-Insight
 Presence
 Authenticity
 Courage
 Creativity
 Social Agility
 Cognitive Agility
Way of Doing
 Drives for Results
 Builds Strategic Relationships
 Leads Through Organizational
Vision and Values
 Possesses Broad
Business Acumen
 Builds Organizational Talent
 Facilitates Change
 Demonstrates Decisiveness and
Judgment Effectively
Senior
Leadership
Leadership CompetenciesLeadership Competencies
Amylin Business Results

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1) RESILIENCE: Maintains high energy levels; stays centered in the midst of conflict and bounces
back quickly from stressful situations or defeat.
Leadership Competencies & Anchors::Leadership Competencies & Anchors::
Way of BeingWay of Being
Low End:
• Appears defeated and/or down after failures or
mistakes.
• Is unable to identify solutions to overcome
potential barriers when set-backs occur.
• Gives up easily when under pressure or facing
difficult times.
• Has a low energy level. Has to be pushed and
prodded.
High End:
• Is positive and optimistic (yet realistic and
thoughtful) when facing failure or difficult times.
• Follows through, even despite set-backs.
• Deals constructively with own failures and
mistakes.
• Identifies challenges and seeks to overcome
them; performs effectively when under pressure.

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2) ACCURATE SELF-INSIGHT: Demonstrates an awareness of own strengths and development
needs, as well as impact of own behavior on others. Gains insights from mistakes; transfers and
disseminates learning.
Low End:
• Lacks awareness and/or understanding of
personal strengths and weaknesses.
• Blames others for the situation or poor results.
• Holds back key messages for fear of upsetting
others, or alternatively, takes on too many
battles.
• Is unable to be self-correcting and maintains the
status quo.
High End:
• Knows his/her strengths and limitations and is
open to growth and development.
• Actively seeks feedback to enhance
performance; adapts his/her behavior in
response to feedback and experience.
• Takes responsibility for mistakes and failures
and is self-correcting in the moment.
• Provides direct, complete, actionable and
positive corrective feedback to others.

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3) PRESENCE: Listens and engages in conversations and interactions with others so that they feel
valued and respected. Communicates with composure and steadiness.
Low End:
• Through verbal and/or non-verbal cues, inhibits
direct and open discussions about important
issues.
• Does not recognize or devalues other
perspectives; remains stuck on a single
approach to an issue or resolution.
• May show a complete lack of emotion or,
alternatively, may be emotionally volatile, moody,
and/or unpredictable.
High End:
• Is centered and grounded; engaged and
attentive.
• Is curious and inquisitive about others points of
view.
• Recognizes the limits of his/her point of view;
seriously considers ideas different then own.
• Ensures his/her emotions reflect the nature of
the situation; emotions are under control and
largely seen as calming and professional.

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4) AUTHENTICITY: Communicates in a genuine and transparent manner that fosters trust and
invites openness from others.
Low End:
• Makes commitments he/she can’t keep.
• Acts or behaves in ways that would solely benefit
themselves.
• May come across as acting superficial and
lacking substance.
• Is inconsistent in how they speak as well as how
they treat and behave towards others at different
levels within the organization.
High End:
• Consistently honest, candid, and direct. Speaks
from the heart.
• Doesn’t represent him/herself for personal gain.
• Is genuine and trustworthy. Can present the truth
in an appropriate and helpful manner.
• Is consistent in how they speak as well as how
they treat and behave towards others at different
levels in the organization.

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5) COURAGE: Takes risks that lead to expansion and growth while being accountable for the
results of one’s actions. Stands up for one’s values, beliefs, perspectives and opinions.
Leadership Competencies & Anchors:Leadership Competencies & Anchors:
Low End:
• Is slow to act on an opportunity, relies on typical
routines and expectations; may be overly
methodical.
• Holds back in tough situations.
• Is uncomfortable facing problems or difficult
issues.
• Is not willing to admit their shortcomings.
High End:
• Does not hold back on what needs to be said in
any setting or situation.
• Is able to face problems on any issue quickly
and directly in any setting.
• Is not afraid to take corrective or adverse action
when necessary.
• Is accountable in all situations.

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6) CREATIVITY: Utilizes one’s imagination to invent and design innovations that generate
successful outcomes.
Low End:
• Consistently relies on old solutions and
behaviors even when inappropriate for new
problems.
• Is unable to make connections between
concepts and ideas outside their own when
previously unrelated.
• Does not encourage and/or ignores new ideas
and thinking in others.
• Is unable to build on old ideas or consider
different perspectives in order to create new
ways of thinking.
High End:
• Demonstrates the ability to transcend the
traditional; leads into new meaningful ideas,
methods, or interpretations.
• Develops and surfaces new and unique ideas
that have practical value and benefit the
enterprise.
• Can easily make connections among previously
unrelated ideas or concepts.
• Is seen as original and value-adding in
discussions.

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7) SOCIAL AGILITY: Understands and addresses the emotional landscape of his/her people and
team. Understands the emotional perspectives of others and incorporates these perspectives into
decisions and actions.
Low End:
• Is not able to assess and understand the
feelings, emotions, and perspectives of others.
• May be too direct or rigid when providing
feedback or addressing issues.
• Is not able to consider the views of others when
they differ from their own.
• May be insensitive towards the emotions and
problems of others.
High End:
• Is perceptive and understands the feelings and
emotions of others in various settings and
situations.
• Is able to read the feelings and emotions of
others well, and can accurately read a room.
• Is flexible and agile in managing relationships
and situations.
• Readily knows when to engage and disengage
from emotional situations.

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8) COGNITIVE AGILITY: Shifts easily between the strategic and the tactical, between the
conceptual and the concrete, the global and local, and between the macro and micro, horizontally,
and without bias.
Low End:
• Is not able to apply learning from one experience
to another.
• Is not able to shift between the strategic and the
tactical, the conceptual and the concrete, the
global and the local, and/or the macro and the
micro.
• Is not able to demonstrate flexibility when
communicating thoughts; may not be able to
communicate with tact to less complex
colleagues.
• Is unable to consider the input or the implications
of their actions with other functions, processes,
and/or Alliance partners.
High End:
• Is able to notice novel ideas, form new
associations, and make distinctions among
things.
• Is able to re-frame thinking when presented with
new, compelling information.
• Is able to shift easily between the strategies and
the tactical, the conceptual and the concrete, the
global and the local, and/or the macro and the
micro.
• Is comfortable with complexity, ambiguity, and in
explaining their thinking to others.

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1) DRIVES FOR RESULTS: Focused on achieving measurable/quantitative outcomes that
accomplish business objectives. Sets high goals for personal and group accomplishment; uses
measurement methods from the process of goal achievement and continuous improvement. Takes
action.
Way of DoingWay of Doing
Low End:
• Slow to act on an opportunity, or seizes more
opportunities than are really available.
• Fails to implement ideas (poorly translates
strategy into action).
• Wastes time and resources.
• Fails to hold self and others accountable for
results.
High End:
• Models a strong work ethic.
• Has demonstrated the ability to take ideas from
concept to execution.
• Sets high standards for self and others; places
organizational success over individual gain.
• Identifies and captures opportunities that are
present.
• Compels others in the organization to deliver
results that are exceptional and holds them
accountable.

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2) BUILDS STRATEGIC RELATIONSHIPS: Works with and through others to achieve business
objectives; uses appropriate interpersonal styles and communication methods (active listening) to
influence and build effective relationships with peers, functional partners, external vendors and/or
Alliance partners.
Low End:
• Ignores feedback and input from peers, vendors,
Alliance partners, and others in the organization.
• Takes credit for good ideas or accomplishments
from peers, team members, and/or others.
• Does not contribute to collaborative activities.
• Decisions and actions are exclusively for the
benefit of him/herself.
High End:
• Regularly seeks and uses feedback and input
from peers, vendors, and/or Alliance partners in
order to perform the job successfully.
• Shows support, gives encouragement, and
willingly shares information, ideas, and
suggestions to accomplish mutual goals.
• Promotes collaboration and removes obstacles
to teamwork across the organization.
• Seeks opportunities to build effective working
relationships with peers, vendors, and/or Alliance
partners.
• Builds and maintains rapport.

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3) LEADS THROUGH ORGANIZATIONAL VISION AND VALUES: Keeps organization’s vision
and values at forefront of decision-making and action; serves as a role model who inspires others to
challenge themselves; applies the ability to see and arouse possibilities for the future that rally others to
align behind a common vision, goal or cause.
Low End:
• Does not provide others with plans for future
actions and the reasons behind the plans.
• Makes decisions for themselves and/or the team
without aligning them to the organizational vision
or Amylin’s cultural beliefs.
• Makes or follows his/her own rules with low
concern for the value of others.
• Does not anticipate market direction and/or fails
to consider how the market direction will impact
business offerings.
High End:
• Develops and helps others to understand a long
term vision and its importance.
• Translates the vision and values into day to day
activities and behaviors; guides and motivates
others to take actions that support the vision.
• Ensures that individuals’ goals and performance
are aligned with the organization's vision and
values within the context of Amylin’s cultural
beliefs.
• Compares own decisions and actions to the
vision to ensure alignment.

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4) POSSESSES BROAD BUSINESS ACUMEN: Understands and uses economic, financial
and industry data to accurately diagnose business strengths and weaknesses. Identifies key issues
and develops strategies and plans. Understands how to evaluate risk in making decisions. Able to
take an idea from concept to reality.
Low End:
• Is unable to understand how his/her actions
affect other functional areas within the
organization.
• Does not know or understand the industry or
marketplace. Is unaware of how strategies and
tactics work in the marketplace.
• Unable to link strategy and tactics.
• Cannot understand and/or interpret balance
sheets, profit/loss statements, and cash flow
asset management reports.
High End:
• Demonstrates understanding of how their actions
and behaviors impact the financial decision-
making and how this affects financial outcomes
for the overall organization.
• Understands Amylin’s key business processes,
as well as a broad understanding of each
function.
• Demonstrates the understanding of how actions
taken in one aspect of the business affects other
aspects with internal and external customers;
has industry knowledge and market
understanding.
• Understands and accurately interprets balance
sheets, profit/loss statements, and cash flow and
asset management reports.

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5) BUILDS ORGANIZATIONAL TALENT: Attracts, selects, and retains key leaders and high
performing employees. Articulates the strengths and weaknesses of people so they may develop
and learn. Provides a climate where people are encouraged to grow by learning new skills and
taking on challenging assignments. Promotes diversity throughout the organization.
Low End:
• Does not deal effectively with underperforming
employees.
• Does not take the time to coach or mentor
others.
• Does not provide and/or communicate resources
available for leadership and professional
development.
• Fails to promote diversity in teams and/or
individuals.
High End:
• Regularly coaches and mentors others.
• Coaches others to think outside the norm and
engage in creative problem solving.
• Provides challenging and stretch assignments,
while giving continuous feedback.
• Identifies and sponsors development
experiences for others that help them gain wide
exposure that lead to professional growth.
• Builds teams that leverage diversity to achieve
better outcomes.

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6) FACILITATES CHANGE: Encourages others to seek opportunities for different and innovative
approaches to address problems and opportunities; facilitates implementation and acceptance of
change.
Low End:
• Initiates change without encouraging others to
ask questions and/or provide suggestions.
• Inflexible in adjusting strategy, tactics, or
processes.
• Maintains the status quo; resists change.
• Resistant to examine alternatives when faced
with new information.
High End:
• Consistently remains open to ideas offered by
others; supports and uses good ideas to solve
problems and/or address issues.
• Attempts to minimize complexities and
contradictions; clarifies direction and smoothes
the process of change.
• Modifies strategies, tactics, or processes as
needed to support the business, while balancing
long term objectives.
• Champions organizational change in ways that
help people understand, appreciate, and support
the change.
760) 861-9940

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7) DEMONSTRATES DECISIVENESS AND JUDGMENT EFFECTIVELY: Makes well-
informed, effective, and timely decisions, and commits to definite courses of action on the basis of
limited information. Decisions are based on logical inferences, experiences, and the implications,
alternatives, and consequences are considered.
Low End:
• Is unable to make an effective decision under
pressure and tight deadlines.
• Backs down from the decision when faced with
opposition.
• Does not take accountability for his/her decision
making.
• Does not show good judgment about what ideas
or suggestions could actually be implemented.
• Makes decisions without thinking about the facts
or the impact upon people.
High End:
• Makes thoughtful decisions under pressure and
tight deadlines; does not become overwhelmed
when making a decision.
• Effectively utilizes data, analyses, wisdom, and
experience when making decisions.
• Solutions and suggestions turn out to be correct
when judged over time.
• Includes the right people in discussions leading
up to a decision.
• Can decide and act with enough, although not
the total, data/information.
• Emphasizes personal accountability in his/her
decision-making.

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Integral Leadership Development ProgramIntegral Leadership Development Program
Facilitating Substantive Change in 6 Months
•Focus on Way of Being
•Transformational Leadership
•Leadership Development Plans and Practices

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Why Take an Integral Approach to Leadership?Why Take an Integral Approach to Leadership?
Becoming an effective, exemplary leader is the same thing
as becoming a fully integrated human being.
--Warren Bennis

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Typical Focus of a Leader is “Way of Doing”Typical Focus of a Leader is “Way of Doing”
>Managing Performance
>Modeling Appropriate Behavior
>Providing Accurate Feedback
>Checking Perceptions
>Offering Suggestions or Making Requests
>Building Agreement
>Offering Experience and Technical Skills
(making distinctions, suggesting practices, readings, self-
observations, inquiries)
>Creating Accountability

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But Real Impact Happens at “Way of Being”But Real Impact Happens at “Way of Being”
>Being Fully Present to your People (squaring up, centering,
“uni-tasking”)
>Maintaining Curiosity and Creativity
>Inspiring Change and Transformation
>Creating a Safe, Caring and Trusting Environment for
Change to Occur
>Being Authentic
>Being Courageous and Cognitively Agile

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How do you see the world?How do you see the world?
A shoe factory sends two marketing teams to a remote
region in the Sahara to study the feasibility of expanding
their business. One sends back a telegram that says,
...SITUATION HOPELESS. NO ONE WEARS SHOES….

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The other writes back triumphantly,
…….GLORIOUS BUSINESS OPPORTUNITY! THEY HAVE
NO SHOES!…….
Adapted from The Art of Possibility by Rosamond Stone Zander and Benjamin Zander

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Transformational Leadership ObjectivesTransformational Leadership Objectives
Strengthen your leadership capacity by developing
leadership competencies needed to meet demands of
complexity, growth, and profitability, specifically those
relating to Way of Being as a leader.
Further develop coaching abilities of top leaders so that
they become more effective in developing the people in
their organizations.
Create measurable, sustainable results in each individual
leader’s development and in organizational coaching
capability (using the Leadership Development Plan that
comes out of your attending the Development Center and
the Mosaic Conversations). ,

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New Definition of LeadershipNew Definition of Leadership
The ability to recognize and align strengths (toward a
purpose) in such a way that weaknesses are irrelevant.
-- Peter Drucker

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A different approach to LeadershipA different approach to Leadership

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Practices of a LeaderPractices of a Leader
Challenge people beyond their own perceived capabilities. They
challenge the “status quo”
Encourage people by creating a reinforcing cycle of affirmation
Enable people by supporting them to do what they do best
Coach and develop methods that accelerate learning and positive
change
Inquire by seeking out people with different perspectives and by
being a life-long learner committed to personal growth
Stimulate Dialogue by inviting people to question and discover
ways that haven’t been tried before, rather than “telling”
From a study conducted on Appreciative Leadership by Deanna
Riley, Bea Mah Holland and Marjorie Schiller

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It Is Time to Change How We Actually LeadIt Is Time to Change How We Actually Lead

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Overview of the Final Program DesignOverview of the Final Program Design
Integral Intelligence™ is the capacity to access and use
multiple sources of leadership intelligence: cognitive,
emotional, relational, spiritual, and somatic.
By developing these dimensions to a deeper level, leaders
are able to enhance a number of critical leadership
capabilities: resilience, inspiration, authenticity, vision,
presence, courage and creativity.
Integral Intelligence also assumes an appreciative stance
to leadership; that is, a belief that positive focus generates
enhanced leadership capability and improved business
results.

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Program OutcomesProgram Outcomes
Present to others so they feel valued, respected and included.
Creative in accessing effective solutions to everyday challenges.
Authentic in how you lead so you are more enlivened and
engaged with work and life.
Resilient in bouncing back more quickly in the face of challenge
or defeat.
Effective, compelling and inspiring in your communications.
Capable of leading positive change, even when challenged by
negative environments.
Able to create environments that liberate leadership potential in
the people you lead and manage.

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ObjectivesObjectives
Composite of Amylin leader’s background, experiences,
strengths, career path and development plan
> Thoughtful process for developing individuals for Senior
Management positions
> Focus on development (an investment over time)
Leadership Development Mosaic ProcessLeadership Development Mosaic Process
What is it & how we do itWhat is it & how we do it

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Leadership Assessment CenterLeadership Assessment Center
Customized 360
> Mapped to Amylin’s Leadership Competencies
> All Participants briefed on how to do the 360 (e.g. bias)
> Results absolutely Confidential: For Development Only
Leadership Instruments
> Cognitive Skills/Critical Thinking Skills/Problem-solving Skills
> Emotional Intelligence/Social and Interpersonal Awareness
> Concentration Skills, Personal and Interpersonal attributes
> Business Acumen Tests
Leadership Assessments
> Biodata Survey
> Personal Inteview
> Career Planning Discussions

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Leadership Assessment CenterLeadership Assessment Center
Customized Assessment Center Activities
>One evening and 1 1/2 days at Executive Education Department
of UCSD Rady School of Management: July 31, August 1 & 2
– Dinner Session: 6:00pm - 8:30pm
– Day 1: 8:30am - 6:00pm
– Day 2: 8:30am - 1:00pm
>Participants: 12 Senior Leaders
>Team and Individual Exercises
>Focus on Amylin Leadership Competencies, application of
knowledge in strategy, commercial, risk management, finance,
and operations management

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Post-Assessment CenterPost-Assessment Center
Individual FeedbackIndividual Feedback
Feedback & Developmental Planning
>2-3 weeks after the Assessment Center
>Confidential feedback to the individual (1:1 with a Rady
Assessment Center Coach):
– Test Results Binder sent to you 2+ days before Feedback Session
– Overview of your results
– Breakdown of key areas
• 360
• Leadership Instruments
• Assessment Center
– Call out individual strengths, proficiencies as well as
developmental opportunities (based on Amylin Competencies)

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Leadership Development MosaicLeadership Development Mosaic
LEADERSHIP DEVELOPMENT MOSAIC
SANDRA SMITH
Vice-President Commercial Affairs
Start Date: 09/11/2000
Previous Role/Promotions with Amylin:
• Promoted to VP Commercial Affairs: Sep-2004
• Promoted to Exec Dir, Commercial Affairs: Jun-2002
• Hired as Director Brand Management: Dec-2000
Education, Key Experiences & Functional Competencies:
• M.B.A. University of California, Berkeley, 1996
• Director of Brand Management, Pfizer 1997-2000
• Regional Sale Manager, Pfizer 1992-1997
• Functional Competencies include Product Launch Planning and Management;
Planning and Execution of Marketing Strategic Plan
Career Goals:
• Short Term: Head of Marketing for a growing biotech/pharma company; Long Term?
Performance:
• Attain “Exceeds Performance” in each of the last 4 years
• Examples of SPECIFICS
Potential Readiness Potential Positions
Likely to Excel In
Challenging situations that demand Strategic
Thinking as well as detailed Tactical Planning
Likely to Struggle With
Dealing with large, complex organizations;
especially the variety of Human Capital issues
Current Assessment Development Suggestions
Strengths to Leverage
Drive for Results
Courage
Development Areas
Accurate Self-Insight
Broad Business Acumen
• Lead presentations to Alliance partners and to the BOD
• New assignment as part of the coprorate strategic planning team
• Involvement in the Business Development Committee
• Practices and Feedback associated with Self-Insight
SSMMGG LLEEAADDEERRSSHHIIPP CCOOMMPPEETTEENNCCIIEESS
Note: Narratives for each is on following page
WAY OF BEING
Resilience Strength
Accurate Self-Insight Dev Opp
Presence Proficiency
Authenticity Strength
Courage Strength
Creativity Proficiency
Social Agility Proficiency
Cognitive Agility Proficiency
WAY OF DOING
Drives for Results Strength
Builds Strategic Relationships Strength
Leads Through Organizational Vision and Values Strength
Possesses Broad Business Acumen Dev Opp
Builds Organizational Talent Proficiency
Facilitates Change Proficiency

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Post-Assessment CenterPost-Assessment Center
Mosaic ConversationMosaic Conversation
 2-4 weeks after Assessment Center
 Manager, Cross-Functional EC Member, Exec Dir Leadership
Development, CLO, HR Business Partner, UCSD assessor/coach
 The UCSD assessor/coach will share their general observations about
each person, but will not share any 360 specifics
 Review all Dimensions of Your Leadership Profile (“Mosaic”)
 Career Goals
 Skills, Experiences, Knowledge
 Competency Assessments (Strengths, Proficiencies, Developmental
Opportunities)
 Performance
 Potential
 Readiness Assessment
 Current Career Path Analysis
 Leadership Development Suggestions

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Post-Assessment Center:Post-Assessment Center:
Individual Leadership Development Plans (ILPs)Individual Leadership Development Plans (ILPs)
 1-2 weeks after Mosaic Meetings
 Meeting of Individual, Manager, and Exec Dir Leadership
Development
 Individual will own their plan and progress of their plan
 Activities, Experiences, and Practices matched to Development
Opportunities
 Training
 Academic Courses
 Coaching
 Job Assignments and Experiences
 Job Structure
 Job Rotation
 ILP Practices
 Feedback, and Coaching Process
 Metrics to measure progress and milestones

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Progress in Building the Leadership PipelineProgress in Building the Leadership Pipeline
at Amylinat Amylin
Leadership Learning & Development
Inputs
TALENT
• Leadership Dev Center
• Performance Review
• Career Planning
• Talent ID Tool
• Initial Mosaic
POSITION
• Org Design for Leadership
• Staffing Needs
• Position Description
• Int/Ext Sourcing
TALENT
ASSESSMENT
• Performance
• Potential
• Retention Risk
• Barriers
POSITION
ASSESSMENT
• Competencies
• Experiences
• Skill/Knowledge
• Criticality
• Timing of Opening
Career &
Succession
Planning
Outputs
• Talent Pipeline
• Strategic Staffing Plan
• Talent Metrics
Diversity and Engagement Strategies
Outputs
• Leadership Mosaic
• Development Plans
• Readiness Rating
• Talent Pipeline
• Talent Grid
•Training
•Coaching
•Experiences
& Practices
Right
Person
in the
Right
Role
at the
Right
Time
=
Right
Results
PHASE 1
PHASE 2

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Leadership
Competencies
Leadership
Development
Center
Initial
Mosaic
Career Plan
Experiences
& Education
Mosaic /
Talent
Conversation
Leadership
Mosaic
Amylin
Succession
Plan
Leadership
Development
Plan
Talent
Identification
Tool
Leadership Development Mosaic ProcessLeadership Development Mosaic Process
Executive
Coaching
Facilitative
Leadership
Strategic
Leadership
Integral
Leadership

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Leadership Development PipelineLeadership Development Pipeline
Phase IPhase I
>Phase 1 complete (Level 1 & 2 Talent Conversations)
>Leadership Pipelines reflective of Amylin’s leadership needs of
today; not necessarily what we need even in next 12-18 months
– Re-baseline of our Succession Planning
– What we have learned
>We have left the “hit by the bus scenario” out of these pipelines
> Chart Keys
– Ready Now is in BLUE (next 6-12 months)
– Ready Later is in GREEN (next 12-36 months)
– Long Term is in PURPLE (next 3-5 years)
– Accelerated Potential prospects are Italicized (individuals who can
quickly grow into senior leaders/general managers/business unit leads)

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Talent PipelineTalent Pipeline
Functional Head
(Name)
Functional Head
(Name)
Incumbent NameIncumbent NameIncumbent NameIncumbent Name
Name
Name
NameName
Name
Name
LEGEND
Green = Ready Now
Blue = Ready Later
Brown = Well Placed
Red = Under Performing
Black = Too New to Rate
Brackets = {Diversity Candidate}

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Leadership Potential Grid: Using Sonar 6Leadership Potential Grid: Using Sonar 6
SoftwareSoftware
>A multi-dimensional look at our entire Talent Pool
>Ability to zero in on specific individuals tied to specific Leadership
Needs
>Enhances current conversations through an engaging interface that
saves time and allows us to quickly analyze both high and low
performers graphically.
>Provides a visual overview of the history of talent management for
the entire organization
>Provides a graphical representation of each manager’s team in
comparison to the overall organization.
>Shows average performance for each factor for each function, as
well as the overall organization.

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AcknowledgementsAcknowledgements
The Sandler Group: sandlergroup.net/
Leland Sandler Website: lelandsandler.com
LinkedIn: https://www.linkedin.com/in/lelandsandler
Crunchbase: https://www.crunchbase.com/person/leland-sandler
Facebook: http://facebook.com/thesandlergroup
Twitter: https://twitter.com/lelandsandler
Google+: https://plus.google.com/+LelandSandlerExecutiveAdvisor
Expertfile: http://expertfile.com/experts/leland.sandler
YouTube: https://www.youtube.com/channel/UC4pT3Ne6_jxSAKrWC2iQzWQ
My Presentations: http://www.slideshare.net/lsandler91/presentations

51
Resources and LinksResources and Links
Acknowledgements and Permissions
Amylin acknowledges the work of Donna Stoneham of Positive Impact, LLC, and Pat Weger of
MW Coaching and Consulting, and their published work in The International Journal of Coaching
in Organizations Fall, 2006 issue, for the following intellectual property:
Way of Doing / Way of Being / Business Results Distinction
Definitions for Way of Being Competencies: Resilience, Authenticity, Courage, Presence, and
Creativity
Granted permission to use, 2007, for the sole internal use of Amylin Pharmaceuticals.

Leland Sandler: Leadership and Succession Development

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