1. Downtown Denver Leadership Program
HELPING TO GROW THE NEXT GENERATION OF ENTERPRISE LEADERS
Shane D. Stowell, Psy.D (801) February 2015

2. Welcome Who is this guy? Who is RHR?
SHANE D. STOWELL, Psy.D. February, 2015

3. Activity
Take (5) minutes to organize yourselves into groups of (8) where you all have something in common.
The catch is:
You can’t speak to each other as you form the group and you must all understand why you are a part of that group!
SHANE D. STOWELL, Psy.D. February, 2015

4. Why are we all here? More importantly to you personally . . .
Why am I here?
What do I want to get out of this program?
What do I want to do to help others gain something meaningful during the next (10) months?
What am I afraid others will find out about me and my leadership over the next (10) months?
Take a few minutes and answer the above questions on a piece of paper
SHANE D. STOWELL, Psy.D. February, 2015

5. Share your insights with your table!
Insight + Vulnerability = Growth
SHANE D. STOWELL, Psy.D. February, 2015

6. po•ten•tial Adjective Possible, as opposed to actual
Capable of becoming
Noun
A latent excellence or ability that may or may not be developed
SHANE D. STOWELL, Psy.D. February, 2015

7. Why do High Potentials matter?
Baby Boomers turn 65 every day
10,000
Of high potentials are unsuccessful in their next role.
CCL
40%
HR Execs report they have a Strong HiPo Program
1 in 6
Of High Performers are also considered High Potentials
20%
Of HR execs say their business does not have a strong bench
82%
of HiPos are "engaged"
< ½
High potentials plan to change jobs in the next 12 months.
1 in 4
SHANE D. STOWELL, Psy.D. February, 2015

8. Is Potential enough? If not . . . . then what else is it?
SHANE D. STOWELL, Psy.D. February, 2015

9. Why Readiness for Scale™?
Critical Pivot Point
Performance Focused
Essential Behaviors
Scale vs. Potential
Multiple Inputs
Targeted at that critical pivot point when many leaders fail to make required shifts in their leadership.
Focuses on future performance in addition to future growth.
Grounded in the essential few behaviors that differentiate leadership in roles with wider enterprise responsibility.
Determines whether someone is ready for scaled leadership rather than whether they “have potential.”
Does not rely solely on self-report; Instead combines targeted instruments with professional judgment through structured interview.
SHANE D. STOWELL, Psy.D. February, 2015

10. What Level? Role-specific RHR's Winning Formula™ Assessments C-Suite
C-1/C-2
Officers
GM/VP
At the top of organizations
we focus on who can succeed in which roles.
Scaling to Senior Leadership
RHR's Readiness for
Scale™ Assessment
Director Level
Cross-Functional
Multi-Unit
In the middle we answer the question of which leaders can make the critical transition to scaled leadership.
General Leadership Skills
Managers
Team Leaders
Individual Contributor
Early development focuses on developing a generic set of leadership skills and sharpening technical ability.
SHANE D. STOWELL, Psy.D. February, 2015

11. Readiness for Scale™
“CEOs on their way to becoming spectacularly unsuccessful accelerate their company’s decline by reverting to…the things that made them successful in the past.”
SYDNEY FINKELSTEIN, DARTMOUTH
SHANE D. STOWELL, Psy.D. February, 2015

12. Defining High Potential
While HiPos are defined by their ability to “do more”, they are typically assessed based on how they will grow, not what they can deliver. – +
Traditional High Potential Models
How will they grow?
Are they motivated to do more?
Do they have enough intellect to learn quickly?
Are they agile and adaptable?
What this misses: Growth towards what?
Can they balance short-term focus with a future growth- oriented model?
How capable are they of integrating complex, often competing inputs?
Can they inspire action from afar with minimal face-to- face interaction?
Do they have the courage and confidence to make the tough trade-off decisions?
Can they transition from doing to leading?
SHANE D. STOWELL, Psy.D. February, 2015

13. Making Systems Decisions
Readiness for Scale™
Leading Business
Seeing the Whole
Making Systems Decisions
Leading the Future
Translating the broader landscape (enterprise, market, industry, regulatory, customer) into behaviors and actions that will drive enterprise objectives.
Moving to decisions in the face of enterprise-level risk, competing priorities, limited resources, and diverse stakeholders.
Balancing the need to build confidence and drive outcomes in the near-term, while building momentum and capability for the long-term.
SHANE D. STOWELL, Psy.D. February, 2015

14. Focusing the Enterprise Influencing with Power Creating Shared Values
Readiness for Scale™
Leading People
Focusing the Enterprise
Influencing with Power
Creating Shared Values
Driving clarity and alignment among all constituent groups across the enterprise.
Delivering compelling messages that galvanize people and move stakeholders to action.
Boldly setting the tone from the top that shapes decisions, behaviors, and interactions throughout the enterprise.
SHANE D. STOWELL, Psy.D. February, 2015

15. Reasoning with Agility Thriving in High Stakes
Readiness for Scale™
Leading Self
Reasoning with Agility
Thriving in High Stakes
Knowing Yourself
Connecting ideas and information in a flexible and fluid manner, learning and integrating new information in ever-changing circumstances.
Sustainably performing with stamina and consistency under intense pressure and pace.
Understanding and appreciating implications of leadership style amidst broadening power and influence.
SHANE D. STOWELL, Psy.D. February, 2015

16. Our Model Leading Business Leading People Leading Self
Leading the Future
Making Systems Decisions
Seeing the Whole
Leading People
Focusing the Enterprise
Influencing with Power
Creating Shared Values
Leading Self
Reasoning with Agility
Thriving in High Stakes
Knowing Yourself
SHANE D. STOWELL, Psy.D. February, 2015

17. RFS™ Development Experiences
The purpose of development in the high potential population is not to teach general leadership skills or address individual coaching needs. It is to increase the likelihood of a leader’s ability to operate at scale. The development work should be targeted at the 9 core areas of scale, supported by an awareness of each leaders’ potential derailers.
SHANE D. STOWELL, Psy.D. February, 2015

18. Development Planning?
What does this all mean? What do I pay attention to personally? How do I leverage my strengths and still push myself to grow in areas of opportunity without getting discouraged?
SHANE D. STOWELL, Psy.D. February, 2015

19. Simple Development Plan Layout
Strengths:
+++
Development Opportunities:
xxx
Practice and Experiences needed:
===
SHANE D. STOWELL, Psy.D. February, 2015

20. Downtown Denver Leadership Program Session 2
Lingering thoughts or questions from last Session?
Real World Business Leadership Problem?
Group’s Thoughts on Development Planning?
SHANE D. STOWELL, Psy.D. February, 2015

21. Motivation
RSA Animate: Drive the Surprising Truth about what Motivates US
READINESS FOR SCALE December, 2014

22. Leadership?
“What is it that makes a person a leader? Some would say it’s charisma, and you either have it or you don’t. Many leaders couldn’t be described as particularly charismatic but nevertheless manage to inspire an enviable trust and loyalty among their followers. Through their abilities to get people on their side, they make changes in the culture of their organization and make their visions of the future real. How do they do it?”
Managing People Is Like Herding Cats:
Warren Bennis, 1997, p. 107
SHANE D. STOWELL, Psy.D. February, 2015

23. Examples of Good Leaders
What are some of your favorite examples of good Leaders?
Business
Personal
Media
Favorite story
READINESS FOR SCALE December, 2014

24. Defining Moment Exercise
Think of an experience that has powerfully contributed to your development as a person.
What were the features of the experience that gave it impact? (who, what, where, when?)
What were the critical features about yourself that gave it impact?
SHANE D. STOWELL, Psy.D. February, 2015

25. Good Professional Development
Seeks to answer the question:
What do I need to develop towards in order to help my industry, company, or division be successful?
I must first know where we are headed to see what strengths I can leverage now and what areas I must pay attention to in order to be more valuable.
SHANE D. STOWELL, Psy.D. February, 2015

26. Start with the end . . . Role Imperatives (Outcomes)
What are the 3 things that I have to accomplish as a leader to be successful moving forward?
Essential Leadership Behaviors (Strategies)
What are the five areas I need to attune my behavior towards in order to accomplish the Role Imperatives?
SHANE D. STOWELL, Psy.D. February, 2015

27. Good Development Plans
Are Fluid, Simple, and Honest.
Contain Key Leadership Strengths:
Prioritize the top 3.
Identify Personal Development Opportunities:
Identify 2-3 things you need to do differently
Are actionable, focused, and contain a measureable outcome
What actions do you need to take?
What experiences do you need in order to practice the skill?
What is the timeline?
Involve others to hold you accountable
Who should I involve to help me check progress?
Who are the key stakeholders who can help me succeed?
SHANE D. STOWELL, Psy.D. February, 2015

28. Simple Development Plan Layout
Strengths:
+++
Development Opportunities:
xxx
Practice and Experiences needed:
===
SHANE D. STOWELL, Psy.D. February, 2015