Leaders We Need Now

Welcome to the world of work at the dawn How many of you… Global competition or global collaboration? Multiple work options Generational diversity Breakneck technological advances Economic uncertainty Welcome to the world of work at the dawn of a new decade

About the Survey Key questions: “What leadership capabilities are most important to business success in the next decade? “How skilled are your leaders in these capabilities? “What personal attributes are most important?” Input from executives and human resource leaders in a wide range of industries and sizes of organizations. Three levels of leaders; 17 core leadership capabilities; 7 personal attributes 3

Leadership Capabilities for the Next Decade Vision and Strategy Foresee societal, political and industry trends Think strategically Create and communicate a compelling vision and strategy Align Resources Establish organizational priorities Leverage all organizational resources for growth Drive collaboration/break down silos Manage talent (i.e., identify and develop key talent) Execute the Strategy Drive performance/create a culture of accountability Guide execution of the strategy Drive process improvement Make decisions effectively Manage risk Motivate and Engage Engage and retain talent Lead a diverse workforce Lead virtually Innovate Foster innovation Lead change 4

Key Capabilities for the C-Suite Seeing the future and engaging the organization in achieving that future seen as the top priorities for the C-Suite. Create and communicate a compelling vision and strategy Foresee societal, political and industry trends Think strategically Manage talent (i.e., identify and develop key talent Drive performance/create a culture of accountability 5

Effectiveness: A Wake-Up Call 80% viewed their C-Suite Leaders as strong strategic thinkers Fewer than 60% view the C-suite as skilled in the other areas of importance The areas where they are viewed as most effective, are viewed as least important Most Effective How Important? Managing risk 13th Establishing Organizational Priorities 15th Making decisions effectively 9th 6

Key Capabilities for Executives Increasing collaboration, utilizing all resources and driving performance seen as the critical capabilities for Executives. Drive collaboration/ breakdown silos Think strategically Drive performance/create a culture of accountability Leverage all organizational resources for growth Manage talent (i.e., identify and develop key talent 7

Good Strategic Thinkers, However… However, fewer than 55% of respondents agreed that executives are skilled in the other four most important capabilities. Most Effective Importance Managing risk 15th Establish organizational priorities 9th Guide execution of the strategy 6th Lead change 7th 8

Trust, Integrity and Ethics

Facilitating Success In the Next Decade Complexity and change = Opportunity Past success ≠ Future success Lack of trust is a significant barrier

Leading with Strategic Intelligence The Past and The Future Visualize the future Tap into diverse perspectives and talent Leverage and engage ALL resources Remove barriers Drive for consistency Reducing risk Establishing priorities Limiting decision making Leading with Strategic Intelligence Term developed by Michael Maccoby

Future Leaders will… Communicate a compelling vision

Get out from behind the desk Future Leaders will… Get out from behind the desk

Future Leaders will… Meaning Choice Competence Progress Engagement Adapted from Kenneth Thomas and Walter Tymon, Work Engagement Profile, CPP, Mountainview, CA

Future Leaders will… Remove barriers

For more information on developing future leaders and strategic intelligence, contact Edith Onderick-Harvey at eoharvey@factorintalent.com or 978.475.8424.