Building a Leadership Brand

By Dave Ulrich and Norm Smallwood

Group 6
F005 Anubhuti
Bansal
F012 Kriti Chanduka
F018 Ronak Garg
F040 Pratik
Nandekar
F045 Shobhit Pandey
F050 Chayan
Sabharwal
F051 Shubhendu
Sahani

Where companies go wrong?

Focus on developing individual leader

Not taking account of the customers or investors perspective
of the firm
Leads to building vanilla models which give good but not great
leaders

How to go about building a strong leadership brand?

Have basic leadership fundamentals in place

Align the leaders to the external expectations of the firm

Evaluate the leader according to the external expectations

Amalgamate the external expectations in leadership training

Track the long-term success of the leadership development

Have basic leadership fundamentals in place

Ensure the presence of generic leadership competencies likeGood
strategist

Personal
Proficienc
y

Talent
developm
ent

Strategy
execution

Talent
managem
ent

A functional leader may be stronger in some specific areas. But

should be competent in all the areas.

Align the leaders to the external expectations of the firm

Devise a unique statement of leadership brand

The statement should be linked to how the customers and
investors perceive of the brand
Thus the managers have the characteristics which project the
companys brand forward

Evaluate the leader according to the external expectations

The leaders have to be assessed through the point of view of

the external stakeholders
Take customer feedback through interviews, surveys and focus
groups
Assess the leaders on the basis of the results obtained through
the feedback
Involve investors perspective to assess upper management

Amalgamate the external expectations in leadership training

Involve the customers and investors in the training process

They can attend training sessions and give feedback which
can be used in designing the training programs
Allocate jobs which require customer perspective(like
branding, line jobs or on-site deployment)

Embodying the brand

Organisations can strengthen their leadership brands by working hard to translate what
they stand for in the marketplace into a set of managerial behaviours.

Track the long-term success of the leadership development

A good leadership brand becomes a leader-feeder for the

industry
Stable stock prices and increasing market value demonstrate a
successful attempt at building a strong leadership brand
Investor confidence in the companys future prospects is
demonstrated by the above average Price to Earnings ratio of
the firms

The Requirements
Strong commitment throughout the firm towards achieving this
goal
The various roles to be played by individuals are

Thank You