1. Leadership Assessment for Development
07/16/96
Leadership Assessment for Development
Stephen J. Marshall, Ph.D. ABPP
Copyright 2005 Marshall Leadership Consulting*

2. How do we identify Leaders today? Which is the best?
Performance Management
Succession Planning
On the Job Assignments
External Consultant Evaluation
Action Learning Events
360 Feedback
Assessment Centers
Paper and Pencil instruments
11/12/2018
Copyright 2005 Marshall Leadership Consulting

3. Copyright 2005 Marshall Leadership Consulting
OJT
(Sink or
Swim)
Professional
Development
Risk
Traditional
Classroom
Training
Reward
11/12/2018
Copyright 2005 Marshall Leadership Consulting

4. Professional Development Center
Create an objective assessment process with strong internal acceptance
Provide a forum for participants to market their skills and capabilities to Senior Leadership
Create a developmental database to assist in the professional development of high potential talent
11/12/2018
Copyright 2005 Marshall Leadership Consulting

5. Professional Development Center
Day 1
Day 2
Day 3
Group Task #1
Individual feedback to each participant.
Morning
Group Task #2
Program ends at noon
Adjunct Faculty
Coaches Trng.
Participant
Orientation
Assessment
Group Task #3
Afternoon
Assessment
Group Task #4
Participant Presentations
Adjunct Faculty
Integration
Meeting
Participant360° Feedback
Evening
11/12/2018
Copyright 2005 Marshall Leadership Consulting

6. Off the Shelf Vs. Customized
Generic simulations
Vendor event
Generic feedback
Externally driven
Variable face validity
Company specific
Partnership of Vendor & Management Faculty
Voice of experience
Create Internal Champions
High organizational acceptance
11/12/2018
Copyright 2005 Marshall Leadership Consulting

7. Deliverables to Management
07/16/96
Deliverables to Management
Demystify Leadership Development
Observe and compare Hi-Po talent first hand
Find hidden talent for key positions
Agree on Leadership Core Competencies
11/12/2018
Copyright 2005 Marshall Leadership Consulting
Copyright 2005 Marshall Leadership Consulting*

8. Deliverables to Participant
07/16/96
Deliverables to Participant
Network with Hi-Po colleagues
Market oneself with Senior Leadership
Enter Corporate-Wide Talent Pool
Build a customized development plan
11/12/2018
Copyright 2005 Marshall Leadership Consulting
Copyright 2005 Marshall Leadership Consulting*

9. Leadership Advisory Council
Performance Management
Succession Planning
Development
Instruments / Development Centers / Nomination
Job Rotation Support Package
Exec.MBA
LeadershipTalent Pool
Coaching
Customized
Development
Plans
Mentoring
Hi-Po
Onboarding
LeadershipSchool
11/12/2018
Copyright 2005 Marshall Leadership Consulting

10. Distinguishing Leader Characteristics Validation Results
High Correlation
Intellectual Capability
Ability to operate one level above
Organizational Agility (360)
Post Center Rankings and Participant Performance
Low Correlation
Succession Plan
Supervisor evaluation
Length of management experience
11/12/2018
Copyright 2005 Marshall Leadership Consulting

11. Leadership Development Success Criteria
Business Objectives drive Development Activities
Participants buy in to Development Process
Development connects to Succession Planning
Primary focus on High Potential Pool
11/12/2018
Copyright 2005 Marshall Leadership Consulting