What is Leadership Development?

Leadership development is not simply about training programs. Well-managed companies take an integrated, customised approach to develop current and emerging leaders so they can meet current and future goals and challenges. Effective leadership development strategies typically involve several of the following components.

Formal Training Programs

Training programs can be designed in partnership with external organisations such as universities, business schools, and other learning organisations. These programs often include in-house classes and quarterly leadership off-site meetings.

Leadership training programs often include sessions by senior leaders on the challenges facing the organisation and its long-term direction. There are many areas of potential focus, and topics might include financial management, innovation, creativity, managing a global and diverse workforce, leading teams, change management, driving results through influence, public speaking, negotiating, and problem-solving.

Personality Assessments and 360-Degree Assessment Feedback

Most leadership development programs begin with formal assessments which are used to create individual development plans for leaders. Hogan’s Leadership Forecast Series is one personality assessment solution often used for this purpose. Designed to help leaders develop strategic self-awareness, the Leadership Forecast Series provides an in-depth look at a leader’s performance capabilities, challenges, and core drivers.

Additionally, 360-degree feedback tools provide comprehensive feedback from a leader’s manager, peers, and direct reports. A 360 report, coupled with insights from other assessment tools, can provide insight into good and counterproductive habits and behaviours to help identify specific areas for development for a leader.

Some organisations also use assessment centres to provide objective ways to identify or validate their leaders. These centres provide a broad review of a leader’s capabilities using exercises and simulations of leadership scenarios. Leaders might participate in roleplay, behavioural interviews, and leaderless group discussions.

Strategic Action Projects and Action Learning Teams

Another effective element of leadership development programs focuses on solving strategic problems. Individuals or teams of people work on projects that address major issues facing the company. A key benefit of these projects is that they provide developmental experiences for emerging leaders that require looking beyond functional silos to solve major strategic problems.

Coaching

Individual and group coaching is used to add value throughout leadership development programs. Coaches can support leaders as they move to new roles, help leaders work on strengths and areas for development that have been identified in the assessment process, and work with teams and individuals in action learning teams and group projects.

Mentoring

Some organisations provide leaders with mentors, who are usually experienced leaders who are well versed in navigating business, social, and political dynamics. Mentors typically work in different functions and locations from their mentees. They can provide independent advice and act as sounding boards and trusted advisors.

Strategic Job Placements and On-the-Job Development

There is no better learning experience than on-the-job development. Many organisations create programs that involve job experiences in different parts of the company. Programs are often intentionally designed to help the leader build new skills. For instance, leaders can move to new regions or take on new roles. Alternatively, leaders might be given opportunities to turn around troubled business units. These opportunities enable emerging leaders to broaden their thinking and development, making them better prepared for enterprise-wide roles.

Benefits of Leadership Development

Integrated leadership development programs have a significant and positive impact on organisations. The benefits of leadership development programs include competitive succession planning, talent attraction, talent retention, opportunities for networking, impact on financial values, and preparation for initial public offerings, or IPOs.

Competitive Succession Planning

The emphasis of many leadership development programs is creating a robust pipeline of talent at all levels of leadership. Having a bench of talent available to step into many roles and locations or focus on new business initiatives provides organisations with a competitive advantage.

A recent study by McKinsey showed that companies need to reallocate capital and talent to high-value initiatives if they are to remain competitive.¹ According to the study’s authors, “Managing for the long term requires executives to monitor their standing in the market and to enter or exit businesses as the competitive landscape shifts — even if it involves shrinking a company.”

The study used Amazon and Microsoft as examples. Both made significant moves of capital and talent over the last 15 years, preparing internal leaders to move their cloud computing businesses. Compared to competitors that made less investment in cloud computing, Amazon and Microsoft generated substantial revenue in 2020 — around $45 billion and $59 billion, respectively.¹

The McKinsey research found that companies willing to move resources and talent rapidly are 2.2 times more likely to outperform competitors, compared to those that reallocate resources and talent more slowly.

Talent Attraction

High-performing and high-potential leaders are in great demand for roles in other organisations. Recruiters or former colleagues frequently approach them to invite them to change organisations. High-performing leaders need to learn and grow constantly, and companies with robust leadership development programs attract stronger talent. In turn, great leaders are also able to attract, hire, and inspire other talented employees. They are often referred to as talent magnets!

Talent Retention

Many leaders have felt undervalued during recent years and particularly during the pandemic, thinking their work and talents have not been recognised. If they decide to join other companies, they often take team members with them, which can cause even greater problems for the organisation that doesn’t manage to retain them. A supportive leadership development program can help leaders feel valued by signalling that they have a strong part to play in the current and future growth of the organisation. A study by the Centre for Creative Leadership showed that companies with a strong focus on leadership development see talent retention that is 20 times better.²

Networking

An often-overlooked outcome and value of leadership development programs is that leaders form strong connections with fellow participants who come from other parts of the organisation. These connections can lead to greater cross-boundary collaboration. Leaders across departments can share tips and experiences and discuss challenges they face. Also, it is easier to onboard a leader who has moved to a new function or location when they already have a connection with other leaders in that area.

Impact on Financial Valuations

A research study by Deloitte showed the importance of leadership effectiveness and its impact on financial markets and shareholders.³ Using interviews with and surveys of leading market analysts in many parts of the world, the researchers examined the impact that leadership can have on share price.

The analysts in the study cited senior leadership effectiveness as a significant a contributor to financial results and earnings forecasts when judging the future success of the company. Of the analysts who participated, 60% said that they use current financial results to evaluate organisational success, and 45% identified senior leadership team effectiveness as a key criterion. More than half (52%) said that they consider the strength of senior leadership in company valuations.

Since many companies use stock grants and options as part of their compensation package for leaders and high-performing talent, positive stock valuations with potential for additional growth in value can have the added benefit of helping to attract and retain key talent.

Preparation for Initial Public Offerings (IPOs)

Many companies held by private investors seek to raise additional capital by means of IPOs. An initial public offering or stock launch occurs when shares of a company are sold to institutional investors and retail investors.

Having a clear leadership development strategy has become a key component of the IPO process to assure potential investors of the depth of leadership and its likely impact on a robust return on investment. This became a higher priority for senior executives and boards in August 2020, when the U.S. Securities and Exchange Commission introduced new disclosure requirements around “human capital.” The requirements are intended to give stakeholders a clear idea of how many leaders and people the company employs, as well as highlight what the business does to attract, develop, engage, and retain its leaders and high-performing talent.

Conclusion

The design and implementation of leadership development programs takes a great deal of time, effort, and resources on the part of senior leadership and human resources. However, the benefits of leadership development are extensive, and taking an integrated and customised approach is critical to both achieving current goals and to the success of the organisation over the long term.

This blog post was authored by Margaret Butteriss, a member of the Hogan Coaching Network.

*This post originally appeared on Hogan Assessments

The post The Benefits of Leadership Development appeared first on Peter Berry Consultancy.

When organisations hire, most will fall back on their tried and tested method: post a job ad, select candidates, conduct an interview and contact referees. However, this process skips over potentially the most important indicator of a person’s ability to do a job – the core aspects of their personality.

Why assess personality when hiring?

Your airline pilot candidate might have the required number of flight hours, but are they conscientious and resilient under pressure? Your banking candidate may have the right qualifications, but are they commercially minded and good with people? These things are difficult to gauge from a formal interview, or by checking references selected by the candidate. However, they can be evaluated very effectively with a tool that’s being increasingly used in recruitment worldwide – the personality assessment.

Considered the ‘gold standard’ in assessment tools globally, Hogan Personality Assessments and the Hogan 360 are among the most popular methods of evaluating key personality traits. Peter Berry, managing director of Peter Berry Consultancy, has been using Hogan Assessment tools for over 20 years, and he says the science and rigour behind them have made them an invaluable tool for talent acquisition and development.

“There is tremendous validity and reliability in Hogan Personality Assessments, and they’re used very substantially for recruitment to determine if you’re hiring or promoting the right person,” Berry tells HRD.

Hogan Personality Assessments: Global stats

“The assessment is comprised of three parts. The Hogan Personality Inventory (HPI] looks at emotional intelligence. which is a person’s ability to be positive and socially skilled; leadership, which is a person’s ability to step up and take a supervisor or general manager role; and conscientiousness – their ability to do a job in a professional, rule-compliant manner.

“The Hogan Development Survey (HDS) is colloquially called ‘the dark side·:· Berry adds. “High scores reflect day-to-day strengths, but if you’re stressed, tired or not coping, it will show dysfunctional dispositions or derailing tendencies. For example, an excitable person might have passion and energy but get temperamental and volatile. A diligent person might be perfectionistic and organised but also controlling and micromanaging.”

The third key profile used by Hogan Assessments is the MVPI (Motives. Values, Preferences, Inventory). This focuses on what you want out of life and is often used to see if there’s congruence around values – for example, by a non-profit that might be looking for someone with high levels of altruism.

Berry says that when it comes to hiring, the best thing to do is to look at intelligence, experience and qualifications, and then add in the personality dimension.

“Dr Hogan has a great quote: ‘The MVPI is what you want out of life, the HPI is how you go about it. and the HDS is how you blow it.” The Hogan Personality Assessment is unique in terms of being able to triangulate those three and put the whole jigsaw together,” Berry says.

“When you’re doing the selection, we actually think the interview and reference checking is the weakest aspect of hiring. Most of us can present ourselves well in an interview, or nominate referees that will say good things about us. The personality assessment is the most science-based and insightful, and if you’re going to get the right people on the bus and get the wrong people off the bus, then you need to have a robust recruitment process.”

Using personality assessments to develop talent

While Hogan Assessments can tell you a candidate’s key strengths, they will also identify potential areas of weakness. This makes them a great starting point for coaching and talent development – particularly for people in leadership roles.

In Peter Berry’s recent white paper, Competencies of Great Leaders he uses the Hogan 360 to evaluate the key strengths of Australia’s best leaders. The research found that their top strengths were being achievement focused, strategic and inspiring, and having high emotional intelligence.

With leadership having a direct influence on engagement, turnover and productivity, Berry says investing in leadership development should be a no-brainer for any business looking to boost its bottom line. “The international engagement surveys show that only two-thirds of people are engaged, and that reflects on retention, performance and discretionary effort.” Berry explains.

“One-third of people are disengaged and would take a job elsewhere. It’s a huge challenge for businesses. because the cost of someone quitting is about $60k. If you have 10-20% turnover. it’s killing your business. That’s where we know that leadership and team culture are critical, so it’s important to hire the right person to get that engagement up

We know from our research that the leader of a team has the biggest impact on engagement, motivation, performance and retention, and the best companies are paying a lot of attention to developing their leadership.” Berry adds.

“You can’t just throw a good employee into a dysfunctional team, or give them a leader that has no EQ. You have to create the right culture, and that’s the bigger picture of how you make individuals highly successful.”

When it comes to leadership coaching, Berry notes that there’s been a lot of focus on teaching executive presence, influencing skills. emotional intelligence. and being visionary and strategic – all of which are vital to driving business results.

Leadership also impacts heavily on company culture, and using Hogan 360 assessments is a great way to determine how a leader’s strengths and weaknesses are impacting their team. If a leader doesn’t have the right levels of resilience, emotional intelligence or influencing skills, the good news is that these can all be taught – and your company’s engagement, culture and bottom line will be all the better for it.

“People only sink or swim in the culture we’re given, and we’re lucky to work with some great companies that do this really well, but also companies that are struggling with poor leadership and toxic cultures.” Berry says.

Hogan 360: Global stats

“We use the personality and 360 assessments in our coaching and development programs, where you’re assessed by your colleagues at work. When you assess below and above the waterline – that is, the private person and their public reputation – there’s nowhere to hide.

“We have very strong competency models, and the three meta-competencies of good managers are resilience, social skills and professionalism,” he explains. “If they don’t come naturally, they can be taught. Leaders are all going to have different personalities and capabilities, but we can always agree on what we’re trying to do – and that’s to achieve better outcomes through employee experiences.”

To those who haven’t tried personality assessments yet. Berry says: “You don’t know what you’re missing out on!”

“It’s got enormous global validity, best practice companies have had great success with it. and it gives you a strong ROI. It also brings science to what is otherwise a completely intuitive and flawed model. If you’re serious about bottom-line results, you’ve got to invest into leadership, people, culture and assessments.”

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Subaru of America President and CEO Thomas J. Doll led the company through the 2008–2009 financial crisis to 12 years of growth at a time when the auto industry faced significant challenges. He did this by modeling the characteristics in Hogan’s recent research showing the link between humility and strong leadership: remain open-minded, do not self-promote or seek the spotlight, and focus on getting along with others over personal gain. See: Humility: The Antidote for Bad Leadership.

Doll and his leadership team have placed a heavy focus on customer service, staff welfare, and giving back, as evidenced in the Subaru Love Promise, which is deeply embedded in the company’s culture: “More than a car company: The Subaru Love Promise is our vision to show love and respect to all people at every interaction with Subaru. Together with our retailers, we are dedicated to making the world a better place.” Subaru has donated more than $176 million since 2008, including notable charitable contributions to the environment, health, hunger, education, and animal welfare. Doll also quickly championed the donation of 50 million meals through Feeding America in response to the COVID-19 pandemic.

Making Culture a Statement

This leadership style does not come without its challenges. Doll was originally overlooked for the top job at Subaru. After serving as the automaker’s CFO, he eventually did land the CEO role, given the company’s need for someone with strong financial acumen and deep knowledge of the company and industry. But that was not all it took for him to secure early wins. Doll’s first bold move as CEO was to create a new statement about the culture with a focus on unmatched customer service and a positive experience for employees, retailers, external partners, and the community, which over time became deeply embedded within the company.

In 2017, Doll was proud of Subaru’s success, culture of being a nice place to work, and low attrition. However, he felt the company could accomplish more with the right level of structure and a focus on accountability and feedback. He needed a new CHRO and went outside of the company to hire Peggy Verdi. According to Verdi, their efforts focused on “beginning a multiyear journey to increase employees’ skills and comfort with having difficult conversations, as well as driving accountability.” Verdi said, “It is a major shift, and we needed to change but also protect the core Subaru culture of humility because that’s what has made — and will continue to make — us successful.”

Shifting Gears

Their work focused on employees having individual goals tied to company priorities. In the past, other than sales targets, goals were not consistently set at the beginning of the year. As a result, the focus turned toward training managers and employees on how to give constructive feedback in reviews and now have distributed performance ratings. When performance reviews were given previously, nearly everyone was rated as exceeding expectations or exceptional, and a large portion of people were high potential. Doll and Verdi went a step further with the executive management team, providing Hogan assessments and coaching for each individual leader and at the team level.

Finally, the company revamped its leadership competencies to focus on the behaviors needed for future success, such as Fueling the Business, Driving Results and Accelerating Change, Engaging People, Diagnosing Self and Shifting Gears, and Igniting Development and Coaching. A recent survey of all employees showed people recognise that change is underway, and a vast majority are very supportive.

Subaru is currently wrestling with how to recognise exceptional individual contributions within a culture that prefers to recognize team success. “People sometimes assume requests for recognition would come from the sales force, millennials, or the new employees we’ve hired, given our growth,” said Verdi. “But it comes from mid- and late-career professionals as well — people at every stage in their career. Employees report staying because of the altruistic mindset, despite not feeling individually recognized. The programs are there; we just need to remind managers to use them.” Verdi added, “We are starting to use individual recognition to spotlight rising stars, showcase underrepresented voices, and help attract talent, but we can’t let it get so big it no longer feels genuine at Subaru. When people aren’t modest here, they often struggle.”

Doll makes clear that being humble is not the same as not being fiercely competitive, working hard, or having a focus on the bottom line when your legacy is to make the world a better place.

The post Humble Leadership in Action: Subaru case study appeared first on Peter Berry Consultancy.

If you google executive presence you will find descriptions that include gravitas, body language, appearance, emotional intelligence (EQ) and integrity. With communications you find pitch, eye contact, speed, vocal range and listening skills. It is often described as how you act, speak and look. All of these are important but are a subset of broader leadership competencies needed to influence and inspire others to achieve great organizational outcomes. The purpose is sustainably impacting people’s lives for the better.

The biggest danger is simply focusing narrowly on improved communication skills. The goal has to be broader motivational skills to lead teams and employee engagement to achieve outstanding business results. It’s being passionate about purpose, performance, and culture to achieve industry leadership results.

Forbes magazine (July30, 2018), said:

“In its simplest terms, executive presence is about your ability to inspire confidence-inspiring confidence in your subordinates that you’re the leader they want to follow, inspiring confidence among peers that you’re capable and reliable and, most importantly, inspiring confidence among senior leaders that you have the potential for great achievements.’’

The good news is that Executive Presence (EP) can be measured, coached, and improved. It starts with using highly reliable, valid personality and 360 assessments and having a return-on-investment approach that understands the causal link between leadership, employee engagement and business results.

This paper shares our research and insights into EP and our approach to building EP competencies.

We can explain the science behind the importance of EP.

Read the full paper here

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A multinational company based in Europe, one of the largest companies in the world, was looking for a new approach to developing and identifying high potential leaders. As part of this new approach, they reviewed their current leadership assessments and recognised a need to enhance their assessment suite which included their multi-rater survey. They then engaged PBC to customise the Hogan 360 (a globally benchmarked multi-rater leadership survey) to align with their Leadership attributes. The intention was to use this multi-rater survey to identify the strengths and development priorities of their leaders across the globe in relation to these attributes using a valid assessment tool. The organisation had also done previous research that showed increasing engagement in their people improved safety outcomes to a notable degree. Safety was a critical performance indicator, and the results of the multi-rater would assist in identifying those who were more likely to engage their staff, and ultimately, encourage safer work behaviour.

Approach

PBC collaborated closely with the organisation for approximately 12 months. During this time, PBC:

• Customised the Hogan 360 to the organisation’s leadership attributes, of which several versions of the survey were created to cater for different leadership streams.
• Created a self-administration platform for those employees selected to participate in the multi-rater survey. Self-administration included downloading and interpretation of their final report.
• Developed top quartile benchmarks against which leaders could compare themselves to top performing external global leaders.
• Assisted in the analysis and interpretation of data gleaned from the administration of the survey to over 4,500 participants annually.

Use

• The primary use is to support the leadership and commercial solutions across the company and develop strong business, functional and people leaders, with the capabilities to deliver results for today and in the future.
• The Hogan 360 assessments are used for both development and identification of potential.
• Historically the company used its own in house 360 assessment. In 2017, an internal analysis of this assessment showed poor validity.
• The Hogan 360 was mapped to the company model and is readily interpretable in a competency language with which the company employees are familiar.
• The 360 data is used to identify future commercial leaders and technical leaders and enrol them in high-potential development programmes. At a strategic level, the 360 data is used as a part of senior succession planning, to compare their aggregate profile to external top quartile performance, and to identify the strengths and gaps in relation to their strategic aims (e.g., those at the core of the business versus those who are leading transition).

Outcomes

• The assessment enables the company to compare themselves to external benchmarks and leverage the 360-assessment data to; provide insights to the business at team, organisational and strategic levels and supports analytic projects shifting the organisation towards evidence-based HR.
• At the company engagement is central to their performance management philosophy. Analytical work demonstrated higher engagement scores predict higher performance ratings and higher engagement scores predict fewer safety incidents. They further learned that leadership at the team or organisational level accounts for a large proportion of engagement.
• An internal study demonstrated a strong relationship between leadership and team performance. Using 360 assessments, the organisation was able to understand the causal effect between engagement and sales in various parts of the commercial organisation.
• In the process, they re-validated the factor structure of the Hogan 360 and in so doing, highlighted its superior technical qualities.
• The organisation found a strong association between team engagement and 360-based leadership competencies.
• The findings generated interest from the organisations internal stakeholders and led to the implementation of several interventions in the organisation including: a) a leadership development program b) annual feedback to line managers on how well they engage their workforce; c) targeted communications about business strategy and how a specific unit can contribute; and d) interventions to improve personal safety where needed.

Summary

PBC was able to assist one of the world’s largest organisations in terms of customising a multi-rater survey to meet their unique requirements, while providing them with the internal capability to manage the administration process. Collaboration between PBC and the organisation from a data analytics perspective also allowed the organisation to improve and streamline its leadership assessment methodology using a robust scientific approach.
The 360 data will be used to help validate other assessments including leadership potential. The 360 tool assists in the education of stakeholders on the importance of valid and reliable assessments and ultimately to make evidence-based HR decisions.

Read the case study here

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Four super competencies emerged.  They have a strong achievement focus and are strategic.  In short, they are pushing for results.  They are also inspiring and emotionally intelligent.  They know how to create employee engagement.  The four competencies and 360 behaviors are as follows:

Engagement pays

Global research shows that a leader has at least 50% impact on the performance and culture of a team.  Leadership is consequential, measurable and improvable.  We use Hogan 360 and personality assessments.  Engagement drives performance, motivation and retention.  It impacts financial and operational outcomes as well as the customer experience.

The best leaders demonstrate sound competencies with both their soft and hard skills.  The reputation of a leader should be the engagement and performance of their team.

The good news is that leadership is learnable.  Using Hogan Assessments brings science to the journey of continuous improvement.  Coaching and leadership development programs should aim for self-awareness and self-mastery of new competencies to build performance, reputation and career success.

Measuring and improving key business drivers

There are five types of assessments available to businesses. There are 3 measures of leadership. They are personality assessments, a 360 review and a team assessment. The next two assessments relate to stakeholder satisfaction that measure employee engagement and customer satisfaction. They pick up on both the employee and customer experience.

The challenge is to understand, measure and improve the causal link between leadership, engagement and performance.

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Peter Berry Consultancy were asked to provide a customised Hogan 360 and Group Report with mapping to their leadership capability framework.

Canon needed an individual and group 360 that could

• Increase strategic self-awareness
• Analyse team strengths, weaknesses, and values
• Benchmark leadership capability

PBC provided the following solutions to enhance Canon’s talent management initiatives;

• Ability to measure against a consistent framework across the employee lifecycle.
• Provision of the opportunity to measure ROI from development investment as the Hogan 360 is a repeatable tool. Data analytics reporting options are also available.
• With sufficient volume, different leadership level benchmarks can be applied to reflect the Canon Australia leadership levels. An internal Canon Australia benchmark may be calculated following sufficient data collection. This is in addition to the global benchmark

Results #1
Canon can now apply different leadership level benchmarks.

Results #2
Canon can drive real behaviour change as the Hogan 360 uses evidence-based diagnostics and highly effective feedback for individuals.

Results #3
The Hogan 360 Group Report allows Canon to implement targeted team building programs to address team development opportunities and drive organisational performance.

For more information, please contact us at info@peterberry.com.au

“We were already using the standard Hogan 360 in our business so it was familiar for our leaders, but we loved the fact it could be customised to reflect our Leadership Framework. The immediate impacts to the business were leaders were able to make some small changes to their behaviour immediately to be seen as more effective by their stakeholders. Yes, absolutely, we would recommend the Hogan 360, self-awareness is a great starting point for any leadership program and the practicality of having that awareness linked directly to the behaviours you want to see in your business is useful for leaders.” Jennifer Voss, Learning & Development Manager, Canon Oceania

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