The Top Companies for Developing Leaders: Findings from Hewitt Associates’ 2009 Top Companies for Leaders Study Tuesday, April 13, 2010 Center for Integrative Leadership UNIVERSITY OF MINNESOTA

Center for Integrative Leadership UNIVERSITY OF MINNESOTA Definitions: Management, Leadership

Manager - vs. - Individual Contributor

Manager as Administrator vs. Manager as Leader ADMINISTRATOR Tells/Informs Focuses on the Job Understands the Job Works to Serve a Mission Reactive Worries about Today’s Results Monitoring, Evaluating, and Reporting Results LEADER Asks/Listens Builds Trust and Loyalty with People Understands the People Works to Serve a Purpose Proactive Worries about Long-term Viability Recognizing Achievements and Expressing Appreciation CONTROLCONTROL CHANGECHANGE

The Leadership Pipeline derived from A. Friedman, and Charan, Drotter, & Noel Individual Contributor Individual Contributor Front-Line Leader Front-Line Leader Mid-Level Leader Mid-Level Leader Business Unit Leader Business Unit Leader Senior Executive Senior Executive Chief Executive Chief Executive

Leadership Pipeline – Leadership Transitions Individual Contributor Individual Contributor Front-Line Leader Front-Line Leader Mid-Level Leader Mid-Level Leader Business Unit Leader Business Unit Leader Senior Executive Senior Executive Chief Executive Chief Executive From leading self to leading others From leading others to leading other managers From leading managers to leading a unit From leading a unit to leading a group From leading a group to leading the enterprise

The Leadership Pipeline: Changing Roles Individual Contributor Individual Contributor Front-Line Leader Front-Line Leader Mid-Level Leader Mid-Level Leader Business Unit Leader Business Unit Leader Senior Executive Senior Executive Chief Executive Chief Executive Internal focus Short-term Limited Stakeholders Manage tasks Get the job done External focus Long-term Multiple Stakeholders Manage Portfolio Maximize Shareholder Value

Center for Integrative Leadership UNIVERSITY OF MINNESOTA Defining Leadership “Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential.” - Warren Bennis - “Leadership is much more an art, a belief, a condition of the heart, than a set of things to do. The visible signs of artful leadership are expressed, ultimately, in its practice.” - Max DePree -

Center for Integrative Leadership UNIVERSITY OF MINNESOTA “Leadership is not necessarily better than management or a replacement for it. Rather, leadership and management are two distinctive and complementary activities. Both are necessary for success in an increasingly complex and volatile business environment.” John Kotter

Center for Integrative Leadership UNIVERSITY OF MINNESOTA A Framework for Thinking About Leadership Development

Center for Integrative Leadership UNIVERSITY OF MINNESOTA Overview of the Hewitt Study Findings James E. Donohue –Principal, Hewitt Associates

Center for Integrative Leadership UNIVERSITY OF MINNESOTA Panel Discussion on Developing Leaders – Cindy L. Johnson, 3M Company – Tricia Dirks, Target Corporation – Susan Bies, Cargill Incorporated – Kevin Wilde, General Mills, Incorporated

Center for Integrative Leadership UNIVERSITY OF MINNESOTA Questions How do these organizations actually develop leaders? What are the practices that really matter in developing leaders? What sets these organizations apart from others? What can we learn from these leadership practices that could help guide leadership development in other sectors, including public, nonprofit, and private organizations?

Center for Integrative Leadership UNIVERSITY OF MINNESOTA More Questions…

The Top Companies for Developing Leaders: Findings from Hewitt Associates’ 2009 Top Companies for Leaders Study Thank You For Attending! Center for Integrative Leadership UNIVERSITY OF MINNESOTA