6/6/2014

Talent Management Design:

High Impact High Potential Assessment
and Development Cases
Dr. Lynn Slavenski
Dr. Marilyn Buckner
NTS, Inc.

June, 2014

Agenda
Key Talent Management Best Practices from GE

Group Discussion Questions

High Potential Development Cases

Best in Class Tools, Assessments and Methods from various Fortune 500 organizations
Lite One online instrument phone coaching for a development plan and/or on-
boarding

Medium Several online instruments in different categories/topics over time

phone coaching usually aimed at increasing 1 or 2 competencies

Comprehensive Assessment center (online or in person), one or assessments,

360 survey, face to face coaching for 6 to 12 months on challenging projects, action
learning that allows for measurement of ROI in a leadership program.

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Representative Cases

The Secret Ingredient in GEs

Talent-Review System
April 17, 2014 HBR

Author: Raghu Krishnamoorthy, Head of GE Succession

Planning
GE is often highlighted as an organization that develops
some of the most effective leaders. Most companies have
a version of the talent-review system we use at GE. But
judging from what I hear from managers of companies
that visit us to benchmark our system, the difference
between our approach and theirs does not lie in forms,
rankings, tools, or technologies.
Success lies in the following 6 practices.

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1. GE: Practice Question & Tools

It lies in the intensity of the
discussion about performance and
values.
The debate, the dialogue, and the
time taken to have an exhaustive
view of an individual evaluating
them based on both what they
accomplish and how they lead are
far more important than any of the
mechanics.
The heart of our system has always
been about the enormous time
commitment the organization and
the leadership devote to the
conversation about people.
Discussion Question: Describe methods
you use to evaluate people to stimulate
discussion in your talent review
meetings. How do values play into the
discussion? How much time is spent on
the discussion? What might be some
ways to expand that discussion?
Tools that we use are: validated
assessments that include value
assessments which take discussions to a
deeper level. Often leaders find that
what they think is based on an incorrect
perception. By learning to read people
more accurately through using validated
tools, they make better talent selection
decisions as well as become better at
pinpointing areas to coach. We will go
over some of these tools today.
Company Values Case emphasizes
Hogan selection and development
section.

Case A: Pipeline Selection

with Hogan Global Company

Goal: Help hiring managers/global HR hire Director, VP and up for

internal & external positions quality, quickly, easy to feed the pipeline
of talent. Increases in-depth insight of high performer vs. high potential
traits by hiring managers.
HR offers Hogan Suite and High Potential assessment to hiring managers
for set fee.
Managers are provided with Assessments reports along with short verbal
or written summary report

1 page summary including tentative recommendation

Customized questions & what to look for in answers: High Potential
areas lacking, derailers and key values (2 to 3 pages) - Example Values
and Competencies: Respect for People, Collaboration (in a Matrix), and
Operations Excellence.
2 to 3 day turn around, participant phone feedback to enhance onboarding

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Hogan Assessments: What do they measure?

The Hogan inventories measure 3 Attributes important for most managers:

Predict effective performance:

Hogan Personality competencies such as Drive,
Inventory (HPI) Interpersonal skills, Strategic
Thinking.

Derailers that inhibit performance

Hogan Development and affect interpersonal skills
Survey (HDS) especially during stress

Values that predict desire such as drive to influence

Motives, Values, (power), affiliation with others, business interests, and
Preferences (MVPI) use of data in decisions.

EQ New Report that measures influence, empathy, etc.

Used in over half of the Fortune 500.

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High Performer & Potential Competencies

Core Values:

Ops. Excellence

Respect for People

Collaboration

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Hogan Leadership Feedback Reports

Potential: describes day-to-day leadership
traits and predicts competencies drive for
results, people skills, operational skills,
strategic orientation, resilience (or use 360)
Focus on Derailers: the only measure that can
tell you ahead of time if a person has
derailment factors and what to do about them
micromanager, arrogant, etc.
Values: motivators that drive successful
leaders power/influence, affiliation/
networks, commerce, decisions using data.
Used in over half the Fortune 500
High Potential Norms could be used

MVPI 10 Core Values

Recognition
Power * Competitive
Hedonism
Altruistic
Affiliation* Build Networks
Tradition
Security
Commerce* Focus on making money
Aesthetics
Science* Focus on data in Decision Making

* Leadership values + other Hogan factors

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2. It starts with the attention given to

the individual appraisal.
GE Managers are expected to dedicate Discussion Questions: How engaged
time to prepare for a detailed discussion of are your managers in preparing and
a direct reports performance and values, delivering performance and
strengths, development needs, and development discussions?
development plans. Most employees spend
What are some methods that would
over 1,800 hours a year working for the
expand the time/emphasis?
manager and the company.
Tools: We find that it helps an internal
Is it unreasonable to expect the manager to
or external coach to assist a manager
spend at least a few hours thinking about
the first time they prepare to think of
and discussing the performance appraisal
approaches.
as part of a larger commitment to helping
the employee be more successful? We call this Coaching the Coach at
the Consumer Products Company in
Individual appraisals are considered
one major division.
enormous opportunities for the candid,
constructive conversations that employees
deserve.

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Case B:Coaching the Coach Assessment

The Decision Style assessment is used to assess the depth of

coaching orientation for the Experienced Manager of the New
Manager
Experienced Managers are given coaching tips based on their
results
The 5A Development Power Coaching model is also reviewed
and a guide can be provided for additional insight which
provides steps and coaching questions for each step

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6

Provided to Participant and their Manager to help plan
questions for a joint discussion:
Development Power Discussion Model
5As Development PowerTM
Participant Self Reflection
Questions to Prep
Analysis
What are my strengths &
development needs?
Alternatives
What method should I use?
(ACT Development Plan) -
Decisions
Actions
What steps will I take for each
skill area?
Agreement
How do I commit to sustained
change?
Achievement
How Can I Achieve My Goals?
Follow-up
Coach the Coach:
Core Program & Additional Options
Core Program
(2.5 hours)
1. Review Talent Sim and/or
Hogan Potential & Gap
Survey to create
Development Plan (1.5
hrs.)
2. Create Development Plan
and Prep for the
Participant (.5 hr.)
3. Three way plan review
with Senior Manager,
New Manager & Coach at
the beginning (.5hr.)
6/6/2014
Employee 5 As for Managers- Manager Roles for
Roles STEPS Coaching
Awareness of abilities & Strategize - Analyze to Get the person talking,
career fit (values, Target Talents & Gaps; provide feedback on skills,
interests, skills) using Provide Candid careers - use open-ended
valid assessments Feedback questions
Share advice Help expand
Realistic exploration
Explore Alternatives & thinking about ways to grow
of options and final
Make Decisions and develop, promote
decisions
dialogue
Add to the action steps, the
SMART Goals and
Plan /Actions areas that leader will be
Detail Action Plan
responsible for coaching etc.
How will you create
Coach for
motivation and change
Change Commitments Commitment/
through rewards or
Agreements
consequences?
Make sure person have
Action Plan follow up to Support
resources & assistance to
guide development Achievement
reach growth goals
Dr. Marilyn Buckner 2010 13
Option 1:
Option 2:
Manager Development
Tailored Additional Coaching
Coaching the Coach
(1 hour minimum)
(1 hour)
1. Manager takes online 1. Provide individualized coaching upon
Decision Styles survey for approval for special needs: Strategic
coaching and team insights Thinking/Vision, Peer Relations,
with feedback (1 hr.) Change, Coaching, Performance
Management, Influence etc. (1 hr./
ea.)
Comment: Builds Experienced 2. Or Manager Advice: Review
Managers accountability and development plans for additional
skills; Provide Development ideas; skill gaps; provide coaching
Discussion Guide questions for all participants (1 hr.)
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Discussion

Advantages and Disadvantages of this type of program for

application at your organization?

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3.Quality Appraisals
It is not uncommon for a managers Discussion Question: How does or
assessment and feedback to be could your organization get and
questioned by his or her own encourage multi levels of input into
manager, if the commentary does not the formal appraisal process?
appear to reflect the individual
How do you or can you get more
accurately. I have seen our top leaders
honest and comprehensive appraisals
return an appraisal because it did not
and Talent Reviews?
do justice to the feedback on the
individual. Such a disconnect is the Tools: talent questions based on
worst thing that can happen because assessment results separate high
it is a reflection of the manager, or the performers from high potentials.
HR manager, as much as it is of the
We will share how we created
employee. This practice of multi-level
questions from using some Hogan
engagement ensures that the quality
assessments and Decisive Styles EQ
of the appraisal is honest and
to make talent reviews more robust.
comprehensive.

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Ambition: Both High Performers & High Potentials have this
dimension.
Team Player (Lower) vs. Initiator (Higher)
Overview: Related to initiative,
competitiveness, and leadership. The
degree to which a person seem self-
confident, leader-like, competitive and
energetic.
Competencies: Leadership, Results
Oriented, High Achievement, Initiative,
Assertiveness Results Orientation,
Formulating Strategies & Concepts,
Decision Making, Act like an Owner,
Challenge the Status Quo
Role implications: Taking initiative is
important for driving performance and
coaching others to excellence; however,
research shows that individuals that
encourage input, outperform others.*
Leading Change is a critical skill in having
highly engaged teams. *HBR 2/06
Prudence: High Performer
Flexible (low) vs. Planful/Structured (high)
Overview: Assesses the degree to which
a person seems conscientious, rule
abiding, and dependable. Related to
responsibility, self control, execution.
Competencies: Process, Project
Management, Time Management, Focus,
Performance Management, Organizing
and Planning, Quality focus, Analysis
Skills, Decision-making, Act like an
Owner.
Role implications: Having to execute
multiple strategies, translate into
operational goals and standards to drive
results. Lack of bench strength
development could occur if score too
high and delegation doesnt occur.
Talent Q: How does the person build
bench strength? Delegate? Prioritize?
6/6/2014
Ambition High Score
Positive:
Energetic/competitive
Leader-like
Takes initiative
Downside (Overused):
May intimidate staff or peers (Power)
May not listen to others and gain their input
Too forceful in demands (mis-use Power)
Thought Questions?* How do you lead? Are you so
directive that you are not allowing room for
participation and buy-in to change? How do you like to
be managed? Do you like involvement in decisions
yourself? If so, Dont you think others want
involvement? Are there team/silo conflicts because too
competitive? Do you drive yourself and others too
hard? How do you gain buy-in to your decisions?*Note:
Turn these coaching questions into Talent Review questions.
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Prudence High Score
Positive:
Dependable and reliable
Rule compliant
Organized and thorough
Downside:
Inflexible about rules
Over-mange, change resistant
Doesnt delegate well
Thought or Review Questions? What can you do to
build bench strength? When the last time a change was
announced how did you react? Do you empower and
delegate well? Have you ever received feedback that
you do not do? How do you adapt to changes in your
job/environment? How do you handle ambiguity?
Importance : Manager/teams have to execute multiple
strategies, communicate strategies to translate into
operational goals and standards to drive results.
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Inquisitive: High Potential
Implementer vs. Innovative Problem Solving
Overview: Assesses the degree to which
a person seems big-pictured and
visionary and takes an innovative
approach to problem solving; good at
synthesis. Related to imagination,
curiosity, and creative potential.
Competencies: Strategic Thinking,
Problem Solving, Complex Decision
Making, Creativity. Creating &
Innovating, Formulating Strategies &
Concepts, Entrepreneurial & Commercial
Thinking
Role implications: Need to be the leader
to come up with new ideas especially
during change. Inspiring, Challenges the
Status Quo are critical skills during
change; without overwhelming others
with too many changes.
Talent Q: How strategic is the person?
Review of Potential Derailers
Instructions: Check strengths (green) vs. derailers (high scores) - Hogan
Positive Leader: (< 70)
Resilient, Optimistic
Trusts teams/others
Decisive
Communicators
Commitment Focused
Humble Confidence
Calculated Risk Takers
Team Communications
Practical Creativity
Delegator
Negotiator
6/6/2014
Inquisitive High Score
Positive:
Quick-witted
Understands big picture
Thinks strategically
Downside:
May overanalyze
Too big picture, impractical
Impatient with details
May struggle with implementation
Dislike routine or structure jobs.
Thought Questions? Describe a time you had to gather
data to substantiate your intuition or creative idea?
How do you sell your new ideas and gain buy-in? or
How do you clearly communicate new ideas?
Importance : Managers need to provide clear
direction, be practical in communications (clear and
detailed); manage the pace of change.
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Challenges (> 70 and >90)
Unstable Climate (Excitable)
Non-trust questioning (Skeptical)
Slow Decision Making (Cautious)
Low Communicator (Reserved)
Independent (Leisurely)
Low Participative Decisions (Bold)
Risks need business plans (Mischievous)
Low Team focused (Colorful)
Ideas need Execution (Imaginative)
Perfectionism (Diligence)
Fewer negotiations (Dutiful)
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Bold/Power (vs. Participative/Modest)

Bold (Overly Confident/Arrogant/Power): Overly self- confident,
could be seen as having feelings of entitlement. Unwilling to admit
mistakes or listen to advice or feedback.
Positive: Self-confidence and Optimism are associated with
leadership. Downside: May not allow enough input into decisions.
(Research shows participative leaders outperform other leaders
due to EQ - HBR, 2/06).
Development: (If High) Win-win negotiations. Put in place a
process that includes others negative as well as positive input and
does not rely entirely on your judgment in order to ensure well-
rounded decisions (Engagement). Consider the delivery of your
messages to acknowledge the fact that no one is right all of the
time. --Remember the book Good to Great Jim Collins said humble
leaders outperformed others (Engagement)
Question: (If High) Can you give an example of when you were a
follower when the situation required this style? In work situations,
how do you find the balance between being task focused and
coming on too strong? How do you influence others?
Discuss: Is Derailment is an issue? Is it expensive? Is the cause at
Exec. Level not able to deal effectively with political dynamics??

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Positive Power
Flexible: Actively Listens and Probes

Why is listening and summarizing understanding of the position even if you

dont agree with the viewpoint important in negotiations or other
discussions; how does using this skill help prevent conflict and increase
collaboration?

What is the impact of flexibility on team relations? What is the impact on
negotiations or collaboration?

How could you enhance your flexibility skills to influence team members
or staff to take to even higher levels?

Note: If you are using for talent review purposes, you would have to reword
these coaching questions. Example: Is the person astute at win-win
negotiations and collaboration skills? Do they understand Political Dynamics?

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Integrative: Participative & Collaborative

Synthesizing team input for positive power and influence:

Why is asking others input as you move up the organization critical?

Although you may have the answer to most problems, what if you
couldnt prepare for a strategic meeting; how would you handle
solving the problem with a group instead?

What strategic planning or team problem solving opportunities do
you have to build integrative skills?

What resources are needed?

Note: If you are using for talent review purposes, you would have to
reword these coaching questions. Example: Does the person integrate
team input and gain buy-in by the team?

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Discussion

What methods do you use to engage managers in quality

discussions about high potentials and successors?

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4. GE 9 Block Grid?
We at GE continue to use a nine-block Discussion Questions: Bob Eichenger
grid with quadrants that capture levels of has challenged that many companys 9
performance and values not as a means of Block Grids are over inflated.
a forced ranking but as a way of
How would you address this
facilitating differentiation. Here is how it is
issue?
done. As our businesses and functions go
through the process, the leaders justify the Some companies prefer a more simple
positioning of talent in different quadrants 4 block method or some other
of the grid. method that is more appropriate.
The system allows us to link the grid What works for you?
straight to the appraisal. The chairman sets
the overall tone and expectations, and
leaders across the company make
suggestions, comments, and additions to
the feedback. While each leader may only
have visibility into his or her particular
business, the system ensures consistency
and provides a consistent view and
assessment of talent across the company.

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5. Some skills are more important than

others to be a great leader.
At GE, as I have observed these
discussions, some of the patterns are
becoming increasingly obvious to me.
For instance, the difference between a
great leader and a good one is not just
about intellectual capacity; it is often
about judgment and decision-making.
Likewise, a hunger to win, tenacity,
customer advocacy, and
resourcefulness can trump some of
the skills we oNen look for analytical
skills, for instance. Such traits are best
unearthed through discussions and
become important considerations for
future talent mapping.
Discussion Question: What are the
top 2 to 3 skills in your organization
that really seems to make the
difference between a good leader
and a great leader?
Tools: Decision making was
mentioned above, we will explore a
decision making assessment tool
which has been validated using over
500,000 global leaders.
Case: Decision Styles global financial
services building key skills.

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Case C: Development
Decision Styles Global Financial Services
Goal: Develop educated professionals in key global positions who make
important decisions individually and together
1 hour phone sessions using Decision Styles with Resource Guide
Outcome:

2 to 3 key development areas for each person

Group report summary (w/o) names for teams who were working together to
help the CEO and Sr. Management coach and or work on team issues.

Result: Leadership had better insight into what makes a great leader in their
environment. Convinced that Decision Styles was a key skill. Had a way to
measure and develop.

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Decision Styles & Emotional Competence

A powerful test that is so valid it can be used for selection;

however, most often used for coaching success.
It predicts the leadership style that the top 20% of successful
leaders in the world have (flexible & integrative emotional
competence) HBR 2/06
With coaching, a leader can change ones score for even higher
performance.
Provides more predictive behavior beyond the personality traits
and 360
Supplemented with Influence Styles Inventory or Conflict Styles

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Two Styles
Role (Public) Operating (Private)
The way you deal with people The way you handle tasks and
when you wish to create your decisions when you work alone
best impression or with people you know

Decisive Hierarchic Flexible Integrative

Focus and Thoughtful and Quick, Friendly Thoughtful, Open
Action Logical and Agreeable and Patient

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Five Styles of Decision Making

SAT MAX
Information Use
UNI

Tough
Decisive Hierarchic Systemic
Controls Candid Serious Highly Analytic
Environment Efficient Methodical GLOBAL, BIG
Persistent TASK Quality Oriented PICTURE
ACTION EXPERT Sensitive to
Bottom Line COMPLEX Inter-connections
Time Conscious Visionary Generates
Original Solutions
Focus
Flexible Integrative
Intuitive
Team Oriented
Open SOCIABLE PARTICIPATIVE
Adapts to CHANGEABLE CREATIVE
Environment Agreeable
Good Listener
Variety
Exploratory
Humorous
MULTI Tolerant

Action Oriented Thinking Oriented

FAST ANALYTICAL
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Role Leadership Styles by Management Level

Most Successful Managers and Executives
(N = 21,355)
1.5

1.0
Averaged Standardized Assessment Scores

0.5

0.0

-0.5

-1.0

-1.5
Supervisor Manager Director Vice President Executive

Decisive Flexible Hierarchic Integrative

Expert Participative

Statistical probability that style differences between levels could have occurred by chance (ANOVA results):

Decisive Operating Style = 0.00% Flexible Operating Style = 0.00% Hierarchic Operating Style = 0.00% Integrative Operating Style = 0.00%

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Styles Most Successful Executives

Role Style (Public) Operating Style (Private)

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Team Development Decision Styles Group

NAMES -Report drives CEO & C-Suite Involvement

ROLE STYLE FIT OPERATING STYLE FIT

Decisive Flexible Hierarchic Integrative Decisive Flexible Hierarchic Integrative
Matt
Sean
Lynn
Bill
Kevin
Tom
Ted
Steve

Legend C Level Mean

On target
Potential underuse
Potential overuse

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CEO report: Role Styles for Group N=8

Note: Red reflects the number of people in the norm range of successful leaders.
Yellow are those close to the norm within a point. Drives motivation to increase.
Blue is the number of leaders who are either too high or too low.

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Drives Interest of CEO: High Potential Role

(Public-Leadership) Styles Compared to VP Norms
9.00

8.00
H
7.00
(3)
6.00
MH (2) (8) (3) (5)
5.00
M (3) (4) (4) (3)
4.00
ML (8) (4) (5) (8)
3.00
L (1) (3) (3) (2)
2.00
(4) (1) (1)
VL 1.00
(1)
0.00
Decisive Flexible Hierarchic Integrative

Team Average Norm

Indicates span between highest (H) individual score and lowest (VL) (x) Indicates the number of individuals who scored in that range

Decisive: About are too high in
making decisions without extending
time for more data input; whereas
the others below norm (lower)
may delay too long. About one half
are on target to norm (2 to 4 range).
Flexible: Almost half are on target
and take a consultative approach to
building relations; consulting
stakeholders and listening; the rest
below norm will need to work on
this area to increase leadership skills.
Hierarchic (Expert): 1/3 are too high
and risk being seen as arrogant or
pushing their own agenda; the rest
at or below the norm are on target.
Integrative: About below norm are
not frequently using participation
with teams to gain buy-in to complex
decisions risking lack of cooperation
and missing creative solutions to
complex decisions during change.

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Discussion

What ideas does this give you for your own program?

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6. Most of our leaders, including the CEO, spend

at least 30% of their time on people-related issues
At GE, Its part of our operating rhythm. Discussion Questions: How much
These discussions are rich in making calls time should your leaders spend on
on leadership, succession, opportunities people related issues?
for development, organization and talent
What percentage of their time do
strategy, diversity, and global talent builds.
they spend?
The discussions also afford us the
What business process or program
opportunity to assess performance more
can you link talent decisions to (such
closely and holisScally including market
as strategic planning)?
factors, internal factors, organizational
complexity, and risk elements. Tools/Case: EQ Decision Styles tied
to Strategic Planning in a Consumer
More importantly, it is the business
Products company increased leader
leaders who take the lead on these
involvement time because it was
discussions, not the HR person. This is
tied to a key business issue.
consistent with our philosophy that talent
development and assessment is a key
business agenda, not just an HR activity.

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Case D: Development
Global Consumer Product Company
Decision Styles & Conflict Styles to build key skills of Strategic
Thinking & Collaboration Skills a key business issue

Goal: Increase a leaders time on development by integrating people

emphasis with key businesses process to solve business problems.
Support and enhance the strategic planning process through better decision
making and conflict skills; builds emotional intelligence for joint business
plans and stakeholder meetings
3 phone coaching sessions Decision Styles and Conflict
Worksheets for Strategic Thinking, Conflict Management, Team Sessions
Tools for each sessions for application to real business on-the job issues

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Three Coaching Sessions

Self Orientation Coaching Team Coaching Coaching

Assessment Webex Session #1 Meeting Session # 2 Session # 3
Or Sim

1st Session Review your Decision Styles and Influence Orientation

reports prepare for team simulation

2nd Session Apply decision styles to plan a meeting (2 to 4 weeks after)

3rd Session Review your conflict report and plan to resolve or prevent a
conflict following month related to the strategic process

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PROBE and the Strategic Planning Framework

Dr. Marilyn Buckner 2008

PROBE: Application-Guide for More Effective Strategic Discussion

Strategic Planning and Execution Framework

P URPOSE

Opportunity Identification
Situation Assessment
R EACHING OUT Destination Setting

Operationalize
(Input the Plan)
(Current Reality)

(Make the Plan)

(Set the Vision)

(Live the Plan)

Execution
O PTIONS

B ENEFITS

E ND RESULT

Builds Integrative Collaboration, Alignment, Strategy and Results

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Path of Conflict
Precipitating Event and/or Hot Buttons

Initiate Conflict

Constructive Responses Destructive Responses

Behaviors which keep Behaviors which escalate
conflict to a minimum or prolong conflict

Adapting Avoiding
Passive

Passive

Reflective Thinking Yielding

Delay Responding Hiding Emotions
Self Criticizing

Perspective Taking
Winning at All Costs
Active

Creating Solutions
Active

Displaying Anger
Expressing Emotions
Demeaning Others
Reaching Out
Retaliating

CONFLICT DE-ESCALATES CONFLICT ESCALATES

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Sample Tool: Perspective Taking

Conflict Tips
1. Mentally put yourself in the others place and work to understand his/her point
of view, motivation, and reaction to the conflict.
2. Reframe Thats a ridiculous point of view to I wonder why she/he thinks
that.
3. Examine the flaws/weaknesses of your own position.
4. Ask open-ended questions.
5. Solicit examples to clarify issues
6. Rephrase, restate, or summarize what you think has been said.
Assume the other person has positive intentions.
Empathize and let the other person know when you understand and when you dont.

7. Let the speaker finish. Never interrupt.

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Discuss: Other Options for Medium Level

Development Programs
In depth development plans drafted by coach
Presentation of plan to manager with coach
Presentation of results of plan to manager with coach
Question: What makes sense for your organization and
why?

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7. GE Company-Wide Commitment
Effective talent review is an
intensely human process that calls for
extensive demands on a leaderships
time. There are no formulas or
equations. The power lies in giving
people the attention, candid
feedback and mentoring they
deserve through a company-wide
commitment to human-capital
development.
Discussion Questions: How would
you create or refine your model and
where would you start?
After reviewing a comprehensive
program, what model and what key
area would you focus on first?
Should you focus on a lite, medium
or comprehensive?
Tools: ROI Cases and Comprehensive
Models

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Case E: Comprehensive
Goal: To provide a robust company wide solution and involvement. Select and
Develop the next generation of leadership for very large high potential group -
several organizations over 14 month period (multiple years).
Online Predictive Assessments (identifying successors)
3 Hogans (Potential, Derailers, Values), Decision Styles/EQ, 360
Predictive LVI
Live Assessment Center
Coaches met individually by phone 6 sessions and in person in teams 4
times for 2 day work sessions to implement action learning projects and
development plans
Action Learning Projects
Group Action Learning sessions led by outside leadership and action
learning guru

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Outcome

Return on Investment:
193.30 times the amount invested
~$750K invested,
~$145m future cost benefit for a 3 year period

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Leadership Development & Coaching Program

Multiple Components - 14 month Period
Orientation Session
LEADERSHIP: Two Skills Workshops:

Self Awareness Assessments and 1-Day Development Center

Assessment Center used off the shelf simulations (CCL) to save costs but
customized to the leadership competencies.

360 Feedback

Personality, Derailer and Value Leadership Assessments

Mid Year: Influence/Power and Decision Styles Simulations 2-day Workshop
CHALLENGE: Action Learning Project and Support Training (Decision
Styles/Influence)

Unique Curriculum on How to Structure a Challenge Project 4 sessions over a
year (provides a measurement of ROI)

Group Learning and Development Sessions

Coaches and guru: Doug Smith, author of several books (Discipline of Teams),
professor at Harvard & Columbia

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Live Assessment Center

Complex Leadership Simulation (used at CCL) addressed the
issues of working in a complex organization, across functions.
The simulation was based in an organization not specific to
the group but allowed everyone to be on equal footing.
Complex enough for a high-level leader but a new manager
could also participate and learn.
Immediate feedback by coaches to include the Hogan Reports
to launch a development plan.
Assessors could include internal senior leaders

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Predictive Leadership 360 Model

How
Predictive Leadership 360 You Lead
Model - How You Lead - must be balanced
Forceful Leadership vs. Enabling Leadership
exercising power and authority to creating conditions for other people to
push for performance. be influential and contribute.
Takes charge Empowers
Declares/decides Listens/includes
Pushes Supports
WhatWhat
You Lead
You Lead
must balance
Strategic Leadership vs. Operational Leadership
positioning the organization to be focusing the organization to get results
competitive in the future. in the near term.
Direction Execution
Growth Efficiency
Innovation Order

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Predictive 360 Model-Pat Sample

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Competency Assessment Form - 4 Major Factors using the Leadership Versatility Index to predict leadership
Instructions: Rate each item. The summary rating is based on a weighted consideration of the 4 behaviors in each category.
RATE EACH: -3 (Much too little) -2 (Too little) -1 (Rarely too little) 0 (On target) +1 (Rarely too much) +2 to +3 (Much too much)

Rating Rating
RESULTS LEADERSHIP: PEOPLE LEADERSHIP:

1. Takes charge - in control of his/her unit. 9. Empowers direct reports to run their units. Able to let go.

2. Lets people know clearly where he/she stands on issues.

Declares him-/herself. 10. Draws people out - wants to know where they stand.

3. Defends his/her position - doesnt back down easily. 11. Makes it easy for people to challenge his/her thinking -to push back.

12. Cuts people slack - takes extenuating circumstances into

4. Holds people accountable - firm when they dont deliver. consideration.

Summary Rating: Summary Rating:

-3 -2 -1 0 +1 +2 +3
Much too little Rarely too little Rarely too much Much too much

STRATEGIC LEADERSHIP: EXECUTION LEADERSHIP:

13. Pays attention to the details - has a finger on the pulse of
5. Thinks broadly - takes a big-picture perspective. day-to-day activities.

6. Thinks strategically - takes a high-level view of where the 14. Tactical - gets involved in solving day-to-day problems and plans
unit is going. accordingly.

7. Expansive - aggressive about growing the business. 15. Careful not to outstrip the organization's capacity to grow.

8. Encourages innovation - creates a safe environment for 16. Manages the flow of work in an orderly fashion - plans,
trying new things. organizes, conducts regular reviews, etc.

Summary Rating: Summary Rating:

.
Leadership: Rate overall effectiveness as a leader on a 10 point scale: 5 = adequate; 10 is outstanding Overall rating.

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Leadership Development
One Page Leadership Assessment Based on LVI

Sample the one page leadership assessment

Choose one of the four areas and discuss resources for
development

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Action Learning for Leaders: Key Steps

2- Gather information & Generate Solutions 5- Present
1- Clarify the
3- Team Process: Evaluate Options, Create Ideas Outcomes;
Problem
4- Make a Decision; Prepare Business Case Reflect

2- Research and 3- Discuss 5- Lessons

1- Agree on Idea 4- Decisions
Risk Evaluation Solutions Learned

1-Launch 2-Research 3-Analysis 4-Solutions 5-Closure

Form a team Data Collection Analysis Input Business Case Present Initial
Clarify problem Review data Select Solution Pilot Outcomes
Set Goals Identify Root Concept Present to Overcome
Create draft plan Causes Validation with Sponsor Obstacles
Develop Plan Stakeholders Expand Launch
Etc.

Coaching and Assignments to support the steps

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Action Learning - The Challenge Criteria:

One of the 2 or 3 most important challenges to the participants organization
because it should go to the heart of what matters to the organizations
performance and future.
CEO, whole enterprise perspective because success will demand contributions
from many different functions and areas (Should take 1 to 2 years to achieve)
Require the contribution(s) of several to many people; not just the participant or
their staff.
Will demand change and learning to achieve performance; meaning that it will
require at least some people to learn new behaviors, add/modify skills or alter
working relationships
Ripe for the organization; that is to say that it really makes sense for the
organization to address this challenge at this time. i.e., sufficient financial
resources are available to move forward, that the challenge does not involve a
major technology investment, and does not present political hot potato content.

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Simulation Assesses Manager/Leader Skills

Skills-based Leadership Assessment Using Job Simulation Technology (Normed)

Delivered 100% online; Used For Both Needs Analysis And Development Planning Purposes.

Measures 7 Competencies And 17 Behaviors Critical To Success In Leadership Positions.

On-line Classes Available For Continuous Learning And Development Ideas
Recommended. Harvard DVDs on these topics available or On-line.

Striving for Excellence

Performance Management

Retaining Employees

Analysis and Problem Solving (includes financial analysis)

Influencing Others

Organizational Savvy

Leading/Managing Change

Simulations Are Engaging And Challenging In Different Industries.

Takes about 2 hours to complete English Only

Save and bookmarking available; multiple sessions to complete

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Case F: Comprehensive Leadership

Development Global Manufacturing
Culture Change: Multi-Year Leadership Program (week long)
High level involvement: design, program and follow-up of the
CEO and Presidents
Extensive Assessment against a new competency model
Hogan, Decision Styles & 360 and Agility Culture survey
Action Learning Innovation Projects and Presentation and
Funding by external CEO and Board Members
Coaching in Parallel

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Executive Education Agenda linked to

Competency Model
Day 2 Day 3 Day 4 Day 5
Day 1
Strategic Competitive Capability Leadership
Purpose
Thinking Strategy and Agility Execution
CEO Overview Competencies: Competencies: Competencies: Competencies:
Competencies: Strategic Thinking Business Acumen Developing Next Focus on Action &
Understand Conduct Critical Strategic Thinking Gen. Talent Results
Business & Market Analysis Making Decisions Developing Direct Drive for Results
Place Topics & Tools: on Complex Reports and Building Timely Decision-
Business Acumen Problems Effective Teams making
Blue Ocean Tools
Strategic Thinking Value Innovation Risk Management/ Leveraging Priority Setting
Trade-offs Interpersonal Skills
Topics & Tools: Strategy Maps Delegation
Topics & Tools: Inspiring Others
Blue Ocean Strategy Topics & Tools:
Cases Positioning
Definition Groups Skills/Influencing Leadership
Analytic Tools Managing Diverse Exercises
Team Building Stakeholders Execution Tools
Agility Reports

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Discussion

Discussion Questions: How would you create or refine your model

and where would you start?
After reviewing a comprehensive program, what model and what
key area would you focus on first?
Should you focus on a lite, medium or comprehensive programs?
Advantages and Disadvantages of a Full Blown Program?
How would you sell in an action learning program?

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Summary
Small enhancements can get big returns
Assessments, coaching can be important parts of talent development and
accelerate development in cost effective ways through robust discussions
Assessments provide data that gets the leaders attention, time, and
commitment
Assessments help create robust development plans that training alone may
not do
Assessments can also be used for team building -- makes the coaching more
powerful and provides reinforcement and gains more leadership involvement
Action learning projects can be done in various ways
Action Learning provides a way to measure a ROI on the projects and get
support for additional funding
Coaching can be done internally or externally remote or in person one time
or extended over time
No one method is best, depends on the needs of the company
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Dr. Marilyn Buckner - Bio

MARILYN BUCKNER, PH.D. President, National Training Systems, Inc. drbuckner@aol.com --
678-585-9422; 404-932-3431 -- www.DrMarilynBuckner.com

Dr. Marilyn Buckner is President of National Training Systems, Inc. an Atlanta based
company that specializes in innovative solutions for Leadership Development, Change
and Talent Management Strategy by using Simulations, Assessments and a Systems
approach to learning. She leads a team of international coaches who provide services
to companies around the world.
Prior to founding NTS over a decade ago, Marilyn was Director of HRD, Strategic
Planning and Sales Training for NDC (now Global Pay)
Head of Corporate and International HRD for the Coca-Cola Company where she
designed the first Succession Planning Program and has published on this topic. She is
a Master Trainer for Hogan, Decision Styles, Conflict Dynamics and uses a variety of
other assessments.
She is also past president of HR People & Strategy (HRPS). Many of her clients are
Fortune 500 companies such as Coca-Cola, Siemens, Hertz, McKesson, Invesco, L-3,
Huber, and Home Depot.

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Dr. Lynn Slavenski - Bio

Lynn is a consultant focused on leadership/high potential assessment and coaching. She has done
consulting for major organizations worldwide such as Solvay, Darden Restaurants, Coca-Cola
Company, Hertz, Nationwide Insurance
She was formerly Sr. Vice President-Global Learning and Development/ Chief Learning Officer for
Equifax where she started Equifax University &SVP for North & South America. Additionally, she
was Head of Education and Career Development with Coca-Cola USA where she developed a
comprehensive succession and career development system to include assessment centers. She
also has experience in retail and government, was part of the adjunct faculty at Mercer University
and was Head of Training for Blue Cross Blue Shield.
She has published seventeen articles including a chapter in Amacons HR Yearbook on succession
planning. In 2007 a chapter on mentoring was published in The Next Generation of Corporate
Universities. She was featured in CLO Magazine (Chief Learning Officer). She has given over 50
presentations for professional organizations.
Lynn has been an officer and a national board member of the Human Resource Planning Society
(HRPS), former President of the HRPS Atlanta Affiliate, former President of the American Society
for Training and Development - Georgia, and former national head of career development for
ASTD. She was also on the board of Big Brothers/Big Sisters.

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Appendix

Resources

Design Questions to ask:

What types assessments are used?
Why use assessments?
Key questions to ask?
Best in Class Assessments and Methods from various organizations

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What Types of Assessment?

Personality Traits
Derailers
Simulations
Cognitive Tests
360
Decision Styles and EQ
Assessment Centers

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Why? Need for Assessments

62%- the need for objective data for hiring/ promotion
decisions
31%- to develop/find new skills to support organizational
growth goals
28%- desire to have better visibility into talent across the
organization

Source: Aberdeen Group, June 2012

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Questions - Choices

What are key questions to ask?

Predictability?

Foundation?

Ease of use?

Length of time to take?

Compatibility with company competencies and other
instruments used?

Cost?

Language?

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Best in Class Valid Assessments

Our preferred assessment tools offer the highest validity and the broadest amount
of information.
High Performer & High Potential The Hogan Leadership Suite (HPI, HDS, MVPI
& HBRI) the results are so valid they can be used for selection and predict high
performer and high potential competencies used globally in over half of the
Fortune 500
Raven is a non-language assessment to measure cognitive ability can be used in
all languages
The Decision StyleView report has shown to predict the leadership effectiveness
of the top 20% of leaders and measures EQ
Conflict Instrument Build collaboration skills and insight about hot buttons
LVI A predictive leadership 360 (HBR, M.I.T references)
Leader Sim Other on-line assessment exercises such as In-Basket technology
and assessment centers

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Why is EQ Important?
Careers, Performance, Leadership & More!
In the business world, emotions influence peoples performance in their jobs and
organizations (George & Brief, 1996).
Emotions impact thinking, decision-making, teamwork, leadership, and other
work-related behaviors (Barsade & Gibson, 2007; Brief & Weiss, 2002; Elfenbein,
2007; Weiss & Cropanzano, 1996).
These considerations created considerable interest in the concept of emotional
intelligence/quotient (EQ; Cherniss, 2010; Goleman, 1995; Mayer & Salovey,
1997) because the EQ concept captures the intuitive insight that how people
manage their emotions can enhance or impede career success.
Early research suggested that companies using EQ assessments for selection
realized significant improvements in sales, tenure, productivity, and net profits
(Cherniss, 1999).
More recent research demonstrates that higher levels of EQ in leaders, sales
people, customer service repsany role that involves interacting with others
predicts greater individual effectiveness (Joseph & Newman, 2010).

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Questions Why and Who

Why? When?
Selection - Prior to hiring as a guide/placement whether internally or
externally?
Development after hiring or after being rated as having the ability to move a
certain number of levels or being designated as a high potential?

Who should be given these instruments?

High Potentials?
Every one at a specific level and above?
Job categories (i.e. sales, customer service)?
Combinations of the above?
Participant & Manager so that manager can coach the person?

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Program Kick-off Assessment

Prep Day 1

Integration
Rigorous of Results
Scoring
Career Process
Interview
Pre-Work &
Preparation

Business Simulation Potential Tests; Personality Inventories;

(Day in the Life Decision Making Assessment, and Experience
of a business leader)*use sr. mgr. as Inventories
raters

Day 2 Post Assessment

Assessment Assessment Development
Feedback & Summary Report
Development
Planning

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Selection HiPo Talent Review-Group Report

Sample of a Hogan Group

report using 3 personality
assessments (potential,
derailer, values)
Sample using color
coding:
Green=on target
Yellow=needs
development
Red=does not meet

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Summary - Program Dev. Guidelines

Ram Charan's Leadership Pipeline Ideas for High Potential Development:
1. Develop 'potential' at every level, where competency levels may differ but are
foundational to the next level up
2. Define and identify "HiPos" and establish their learning and development support
based on individual needs linked to the organizational direction and drive,
looking at behavioral and functional competencies
3. Link to to stretch targets and projects that impact organizational change and
enhancement thereby giving the "HiPos" a greater sense of contribution and
achievement
4. Ensure opportunities and touch points for them where they get a sure sense of
being in the driving /decision making seat
5. Recognition and reward based within the organizational framework and culture
but respecting the individual hooks - a difficult one but achievable -- Involve the
"HiPos" in defining what works for them!!

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