Intentional Leadership Tools Leading Organizations Organizational Change Model Leading Others Practical Leadership Skills MBTI: Team Building Leading Self Personal Change Model MBTI: Self Development Executive Coaching Talent Management
Developing “Talent” David Knipping EMBA 512
Quiz Question #1 Discussions about Talent Development tie back to which individual listed below? Peter Drucker Lawrence Peter Peter Pan Peter Benchley
Who and What are we talking about?
Talent Management Acquire Perform Develop
Talent Acquisition
What does a hiring manager need in a candidate?
Individual | Partner | Group You are going to hire a Project Manager Individual | Partner | Group What do you need?
#1 _____________ #2 _____________ Hiring Managers Need: #1 _____________ #2 _____________
Let’s buy a house together.
THE MATH
Interview Fact Research indicates that over 60% of interviewers underprepare for the interview
MOCK INTERVIEW
The best predictor of future behavior is _________ ________.
Managing Performance CONTENT “What” PROCESS “How” Job Objectives Competencies
What is the best solution? Performance Appraisal What is the best solution?
Polarity Management Individual Accountability Teamwork
Talent Assessment Mike Lombardo Bob Eichinger & (Lom–inger)
The key traits are listed below. Learning Agility Learning Agility is the ability to learn from first-time experiences and adapt to changing conditions. The key traits are listed below. Is self-aware – understands own strengths and weaknesses Is curious beyond own area of expertise and seeks new challenges Seeks and uses feedback to improve behavior Is Comfortable with ambiguity and has a tolerance for risk
Quiz Question #2 Bob and Mike came to the following conclusion about the general population as a result of their research: __% Naturally demonstrate learning agility __% Have the capability, but don’t allow traits to come out often __% Traditional learners 20, 70, 10 10, 60, 30 30, 50, 20
Lominger 9 Box Model PERFORMANCE OVER TIME Who will be the future leaders of our business or organization? LEARNING AGILITY
Unproven or Inconsistent Performer HIGH PERFORMANCE OVER TIME 3 High Pro 2 Adaptable Pro 1 Consistent Star 6 Functional Performer 5 Core Performer 4 Future Star 9 Low Performer 8 Unproven or Inconsistent Performer 7 Potential Diamond LEARNING AGILITY LOW HIGH
Let’s try out a quick assessment First rate on your own Then discuss in teams and gain consensus Then back in class
Why not just focus on High Performers? 71% of High Performers are not High Potentials, however 93% of High Potentials are High Performers “Peter Principle” Corporate Leadership Council 2005
Talent Management Summary AQUIRE PERFORM DEVELOP KSA OBJECTIVES PERFORMANCE COMPETENCIES COMPETENCIES LEARNING AGILITY
Journal Activity Think back through the November module and capture the top 2-3 things you are going to utilize from these sessions.