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The Human Bottleneck John Whiting Executive Search Crown & Marks
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To boldly go where no-one has gone before …
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SHARE THOUGHTS, RESEARCH AND EXPERIENCE ON:
What we know about the makeup of innovative people and leaders Significantly increase chances of identifying, assessing, recruiting and/or developing those people Without extra work – BREAK THE PATTERN
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WHY? Seismic economic and demographic shifts
Increasing pressure on budgets Lift productivity Rapid cycle change is the new normal The world of work is changing
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Supply of Talent Jobs are getting Harder to learn Is getting smaller
And Bigger More Complex… Harder to learn … Is getting smaller
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Organisations with a comprehensive talent management strategy outperform the market by 2.5 to 3 times Star performer is worth 1.9 times more than a good performer The average cost of replacing a professional / managerial employee is $90,000
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High-Performance vs. High-Potential Talent
High Performers are Not Always High Potentials … But, High Potentials are Mostly High Performers 29% of high performers are high potentials 7% of high potentials are not high performers 71% of high performers are not high potentials 93% of high potentials are high performers
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Two High-Performance Paths
High Professionals High Potentials Technical or managerial experts Superior performers year after year Depth of organisational knowledge Trusted resources within the organisation Difficult to replace in kind Widely recognised outside the company Love what they do, may not aspire to broader management Agile Learners Promotable outside their areas Candidates for senior general management positions Easily learn new functions Like to try different approaches Highly curious Deal well with ambiguity and complexity Impatient, don’t accept the status quo Push the envelop but willing to take the heat
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High Potential PEOPLE AGILITY MENTAL AGILITY
Can work easily with a diversity of people politically agile, skilled communicator, manages interpersonal conflict well MENTAL AGILITY Comfortable with complexity and ambiguity, finds solutions to tough problems, broad interests, highly curios High Potential SELF-AWARENESS Insightful, reflective, clearly understands personal strengths and weaknesses, actively seeks feedback, sensitive of impact on others CHANGE AGILITY Constant tinkerer (never satisfied), introduces novel perspectives, enjoys leading change efforts, willingly takes heat of any resistance to change RESULTS AGILITY Delivers results (even in tough situations), resourceful, inspiring, has significant presence, builds high performing teams
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Competency Building Experiences
Magic Multiplier of Potential – Learning Ability Competency Building Experiences Potential Learning Ability Raw Material The “Right Stuff” Raw Material: Applied intelligence (savvy), emotional intelligence (EQ), Career motivation Experiences: Job changes, in-place assignments, hardships, people feedback, workshops, courses, readings (70:20:10) development Learning Agility: The ability, willingness, and opportunity to learn from experience
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Competency Matrix – Manager Level
SKILL RATING OF AVERAGE POPULATION Medium High Low Innovation Management EASIEST MODERATE HARDEST Managerial Courage Managing Diversity Conflict Management DEVELOPMENT DIFFICULTY Learning Agility Dealing with Ambiguity Composure Interpersonal Savvy Compassion Organisational Agility Dealing with Paradox Approachability Boss Relationships Career Ambition Command Skills Patience Self-Knowledge Motivating Others Business Acumen Ethics and Values Humour Decision Quality Delegation Directing Others Directing Others Total Work Systems Fairness to Direct Reports Integrity and Trust Intellectual Horsepower Peer Relations Priority Setting Timely Decision Making Informing Action Oriented Customer Focus Perseverance Prepared by Crown & Marks
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Differentiator Competencies
Low Differentiator Competencies Competitive Edge Competencies Price of Admission Competencies High Hardest Easiest
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Intellectual Horsepower
SKILL RATING OF AVERAGE POPULATION High DEVELOPMENT DIFFICULTY EASIEST MODERATE HARDEST Boss Relationships Ethics and Values Intellectual Horsepower Action Oriented Customer Focus
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SKILL RATING OF AVERAGE POPULATION
Medium DEVELOPMENT DIFFICULTY EASIEST MODERATE HARDEST Managerial Courage Interpersonal Savvy Decision Quality
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Innovation Management Dealing with Ambiguity
SKILL RATING OF AVERAGE POPULATION Low DEVELOPMENT DIFFICULTY EASIEST MODERATE HARDEST Innovation Management Learning Agility Dealing with Ambiguity Dealing with Paradox
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Candidates placed using this approach were:
EIGHT times more likely to be promoted Retention was improved by 39% over the average
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ACKNOWLEDGMENTS Mum & Dad Kim Chandler-McDonald
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