1. Long Years’ Journey into Executive Development at a Fortune Company
SPIM 2018
Navigating Leadership and Organizational Transitions
Long Years’ Journey into Executive Development at a Fortune Company
Karol M. Wasylyshyn, Psy.D. (WA-SA-LISH-IN) February 23, 2018 Atlantic Beach, FL

2. THE “STORY”

3. THE BEGINNING: Client Company Facts
100 y.o. ROHM and HAAS COMPANY, purchased by DOW in 2008
$10 bil global manufacturer of chemical and electronics materials
At time of DOW acquisition, Total Share Return (TSR) was 17.3% compared to S&P 500 of -4.8%.
Closing price of $79.40 per share represented a 30% premium above company’s all-time high of $62 per share (July 2007)

4. THE END: Post-acquisition Results
17 CEO’s
22 Other C-level Roles

5. THE MIDDLE: Primary Objective
To develop next generation of top business and functional leaders – bolder, more globally-minded, market-facing, strategic and focused on accelerating business growth.

6. EXECUTIVE DEVELOPMENT INITIATIVE Leadership 2000
CEO-sponsored
70- participants
20 years (1998 – 2008)

7. INTENTION UNDERLYING PRIMARY OBJECTIVE:
An interdisciplinary partnership—business, HR and psychology:
“We need to go inside-out. We need to assess the whole person, not just one’s profile of leadership competencies. We need to establish trusting relationships with these leaders. They need to understand what influences their behavior. Their accurate self-awareness is essential for continued learning and personal growth. Continued learning and personal growth are essential for our development of world-class leaders.”
Mark X. Feck
Chief Human Resources Officer and EVP
Rohm and Haas Company

8. PRINCIPLES OF THIS EXECUTIVE DEVELOPMENT:
An interdisciplinary partnership—business, HR and psychology:
“We need to go inside-out (INSIGHT). We need to assess the whole person, not just one’s profile of leadership competencies (META COGNITIVE THINKING). We need to establish trusting relationships (LIVING CONTAINMENT) with these leaders. They need to understand what influences their behavior (EMOTIONAL MATURITY). Their accurate self-awareness (OBSERVING EGO) is essential for continued learning and personal growth. Continued learning and personal growth (INTEGRATION OF THE WHAT AND THE HOW) are essential for our development of world-class leaders (COMPETITIVE ADVANTAGE ) .”
Mark X. Feck
Chief Human Resources Officer and EVP
Rohm and Haas Company

9. THE EXECUTIVE DEVELOPMENT PROCESS: Leadership 2000  Leadership 3000
THE EXECUTIVE DEVELOPMENT PROCESS: Leadership 2000  Leadership 3000* 2 Phases:
1. Selection of participants
2. Multi-faceted data gathering
3. Feedback focused on identification of both strengths & development areas
4. Creation of Preliminary Action Plan (PAP)
5. Annotation of PAP; creation of Master Action Plan (MAP)
6. Action Planning Meeting with "brain trust"
Phase I
* 1-year process renamed LEADERSHIP 3000 in year 2000

10. Leadership 2000 / 3000 Phase II 7. Coaching
8. Optional spousal module
9. Update of MAP
10. Wrap-up meeting with “brain trust”
11. Ongoing coaching at request of executives
12. Consultant conceptualizes trusted leadership advisor (TLA) role

11. EQUAL EMPHASIS ON The What and the How
THE MIDDLE, CONT.
EQUAL EMPHASIS ON The What and the How

12. What : LEADERSHIP COMPETENCIES
I. OUTSIDE-IN-PERSPECTIVE
Market-Aware & Customer-Driven
Strategic Focus
Global Perspective
II. SPEED TO MARKET
Bias for Action
Adaptive to Change
Creative Problem-solving
III. PURSUIT OF PROFITABLE GROWTH
Business Acumen
Persuasion and Influence
Safety Performance
People and Performance Management

13. How: ESSENTIAL LEADERSHIP BEHAVIORS
Courageous Leadership
Emotional Fortitude (EQ)
Enterprise-Thinking
Pragmatic Optimism
Steel Trap Accountability
Truth-Telling

14. FOUR GUIDING PRINCIPLES
Trust grounded in data confidentiality
The value of psychological insight
The conveyance of executive wisdom
HOLISTIC development model

15. THE SPOUSAL MODEL
Optional participation
Confidential exploration/problem-solving “executive couple” issues
Process – data-gathering, feedback, action-planning

16. MOST FREQUENT STRENGTHS
Bias for Action
Creative Thinking
Business Acumen

17. MOST FREQUENT DEVELOPMENT AREAS
Emotional Fortitude
Persuasion and Influence
Developing People
Courageous Leadership

18. KEY PRACTICE CONSIDERATIONS:
Commitment to one program/one external partner (20 years)
Steady set of leader competencies and behaviors
Positioning L 2000 as a “pilot”
Intensity of CEO/CHRO/Consultant partnership - fierce truth-telling
Meaningful follow-up
Ongoing relationships

19. THE END: KEY BUSINESS EFFECTS From the CEO:
“… Leadership 3000 resulted in the development of a highly diverse group of global leaders and ensured a smooth leadership transition at the CEO level.
Further, it helped deepen the self-confidence and preparedness of key business leaders who drove two of the company’s boldest initiatives: 1) creation of the Electronic Materials business and 2) its expansion into Asia.”

20. THE END, CONT.
From Egon-Zender:
“Best CEO University”

21. Accelerated preparedness
THE END, CONT.
From the 70 participants:
Accelerated preparedness
17 CEOs
22 other C-level roles

22. Value of role shift from coach to trusted leadership advisor (TLA)
THE END, CONT.
From the consultant:
Value of role shift from coach to trusted leadership advisor (TLA)

23. ??????????????????????????
Q & A

24. Website: karolwasylyshyn.com
CONTACT INFORMATION
 Karol M. Wasylyshyn, Psy.D.
(WA-SA-LISH-IN)
Phone:
Website: karolwasylyshyn.com