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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
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Developing “Talent” David Knipping EMBA 512
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Quiz Question #1 Discussions about Talent Development tie back to which individual listed below? Peter Drucker Lawrence Peter Peter Pan Peter Benchley
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Who and What are we talking about?
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Talent Management Acquire Perform Develop
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Talent Acquisition
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What does a hiring manager need in a candidate?
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Individual | Partner | Group
You are going to hire a Project Manager Individual | Partner | Group What do you need?
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#1 _____________ #2 _____________
Hiring Managers Need: #1 _____________ #2 _____________
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Let’s buy a house together.
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THE MATH
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Interview Fact Research indicates that over 60% of interviewers underprepare for the interview
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MOCK INTERVIEW
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The best predictor of future behavior is
_________ ________.
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Managing Performance CONTENT “What” PROCESS “How” Job Objectives
Competencies
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What is the best solution?
Performance Appraisal What is the best solution?
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Polarity Management Individual Accountability Teamwork
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Talent Assessment Mike Lombardo Bob Eichinger & (Lom–inger)
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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
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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
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Lominger 9 Box Model PERFORMANCE OVER TIME
Who will be the future leaders of our business or organization? LEARNING AGILITY
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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
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Let’s try out a quick assessment
First rate on your own Then discuss in teams and gain consensus Then back in class
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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
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Talent Management Summary
AQUIRE PERFORM DEVELOP KSA OBJECTIVES PERFORMANCE COMPETENCIES COMPETENCIES LEARNING AGILITY
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Journal Activity Think back through the November module and capture the top 2-3 things you are going to utilize from these sessions.
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