Pouring money into leadership development doesn’t guarantee results. Business leader John Mattone shows how to gauge and maximize your efforts so that you can begin identifying, managing, and developing high-potential and emerging leadersbased on their capabilities, commitment, and alignment with organizational goals. Packed with research findings, best practices, case studies, proprietary assessments, and more, Talent Leadership teaches readers how to employ assessments to benchmark current and future executive talent, how to use the resulting data to identify leaders with potential, and how to leverage analysis to target training and coaching where they will have the greatest impact.Most companies have no real way to gauge whether their endeavors are paying offmuch less where they are falling short. Measuring, calibrating, and recalibrating the leading indicators that directly predict organizational health brings a much-needed numbers focus to the crucial task of creating a world-class leadership-development programone that not only improves individual performance, but also increases your organization’s overall operating success
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About the Author
JOHN MATTONE is the president of JohnMattonePartners, Inc., a global leadership consulting firm. John also teaches in the executive MBA program at Florida Atlantic University. In 2011, he was named to the "guru radar" by the prestigious Thinkers50.
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TALENT LEADERSHIPA Proven Method for Identifying and Developing High-Potential Employees
By John Mattone Luiz Xavier
AMACOMCopyright © 2013 John Mattone
All right reserved.
Chapter OneWhat Is Talent Leadership?
In today's global economy, it is critically important that organizations optimize their investment in human capital. Only the human capital asset can provide an organization with any real hope for meaningful market differentiation, positive branding, superior execution, and ultimate operating success. Business strategies that are overly weighted toward developing new technologies or cost controls—for example, without the proper weighting of the human capital assets required to execute strategy—will result in a disastrous, short-lived plan that will lead to doom. All assets, except the human capital asset, eventually become commodities. Beyond this, a host of external factors—an aging baby boomer population, job market instability, declining birthrates, and worker "migration"—are combining to make it extremely challenging for organizations to optimize their investment in human capital. For most organizations, it is just plain difficult to find and keep good talent. Shifting world demographics, the aging workforce, and global mobility, as well as a myriad of internal challenges (i.e., limited resources, skill gaps, insufficient leadership skills, etc.) are forcing organizations to rethink their human capital management strategy. Talent shortages at the leader level are exacting a heavy toll on growth and costs. Some organizations are literally sitting on capital, unable to expand into new markets or make critical acquisitions, due to a lack of leadership talent. Other organizations are spending millions on recruitment as they scramble to fill key positions. The cost of training new managers and executives is equally taxing. Of greatest concern are the costs of poor decision making as organizations are forced to place less qualified individuals into leadership positions. Poor leadership can translate into millions in lost profits and missed opportunities.
The Search for Solutions
What can be done to reverse these trends? Clearly, organizations need outstanding high-potential identification and development programs. Every process from succession planning to leadership development must be world-class. The market is too competitive for anything less. More than anything else, however, an organization's ability to successfully reverse these trends is in direct proportion to the health and vibrancy of their talent management systems, that is, the four D's:
Deployment—selecting and promoting talent
Diagnosis—continuously assessing leader, individual contributor, and team capability
Development—continuously developing leader, individual contributor, and team capability
Demarcation—differentiating and rewarding performance
None of this will occur, however, unless organizations and their leaders demonstrate talent leadership. Specifically:
Organizations (and their leaders) must believe that the human capital asset is the most critical variable in driving operating excellence. Everyone must be enlisted, coached, and cajoled (if needed) in support of this belief.
Organizations and their leaders encounter numerous challenges—external and internal—that are tied to the four D's. If unresolved, these challenges will exact a significant toll on the health and vibrancy of an organization's performance.
Clear, convincing, and powerful relationships exist between an organization's operating results and the relative strength of their four D's. Top -performing firms and their leaders understand, respect, and act on these relationships.
There are also clear and proven predictive relationships between certain human capital Leading Indicators and their impact on individual and team performance as well as operating results. Likewise, the top firms and leaders understand, respect, and act on these relationships.
The foundation for continuously improving these Leading Indicators consists of assessment and calibration. Organizations that excel in selecting, promoting, and developing talent will rigorously and passionately assess Leading Indicators. Assessments geared to leaders, individual contributors, and teams enable calibration and recalibration on the Leading Indicators so that they can course-correct and improve their ability to predict and realize operating success.
Elements of a Winning Human Capital Mindset
At the core of creating a winning mindset and strategy is a core belief: Accurate information drives effective strategies. This is good news for most organizations because they already have a great appreciation for accurate information. Operating metrics, financial ratios, and a variety of other analytic tools receive intense attention by boards and senior leadership. Unfortunately, most of these metrics are lagging indicators—after-the-fact metrics that tell a story of what happened (e.g., cost per hire and turnover). They are important because they can lead to course correction as the organization strategizes for the future; however, they are not as important as Leading Indicators—like leader capability and quality of hire/promotion—which are proven predictors of operating results. Early measurement of Leading Indicators enables an organization to course-correct much earlier if necessary to ensure operating goals are met.
Being accurate (only as a result of assessment) must begin with the end in mind. Organizations and their leaders need to define the desired future state along with the competencies required to execute both the current and future strategy. Organizations that excel in human capital/talent management practices are passionately and diligently focused on operational targets as well as the knowledge, skills, and abilities (i.e., competencies) required to meet those targets for every position—CEO, senior leaders, leaders, managers, individual contributors, and teams. And that's just the beginning. From there, it is critical to be calibrated on the competencies that both incumbents (from CEO to individual contributor) and external candidates possess (only as a result of assessment). Ultimately, only accurate targets and talent/team diagnostics enable an organization to make the best selection and promotion decisions, training decisions, succession planning decisions, and reward decisions.
All assessment—whether directed at isolating competencies, determining CEO and senior leader readiness, determining potential, or determining team effectiveness and engagement levels—needs to be focused on providing better information, that is, Leading Indicator information, as a basis for improved decision making. Not unlike the field of medicine, in the field of talent management, it is not too far from the truth to state, "Prescription before diagnosis is malpractice." If leaders can lead their managers and teams on a rewarding journey—characterized by a passionate and diligent focus on assessment and the power that assessment information yields—such a journey will provide a solid foundation for other critical beliefs and practices to emerge. These beliefs and practices are shared by organizations with superior human capital/talent management processes:
Better talent = competitive advantage.
The human capital mindset is the catalyst for action.
Strengthening the talent pool is every leader's job.
The talent gold standard has been established (by means of role modeling).
Leaders must be held accountable for identifying and developing talent.
Real money must be invested in talent management.
Talent review processes, including the C-suite, are critical.
All of these beliefs should be the catalyst for action—positive action. According to McKinsey's War for Talent Research, however, the actual percentage of organizations engaged in positive human capital practices is very startling—and is easily traceable to a relatively weak human capital mindset and poor execution. Here are the percentages of senior leaders who strongly agreed their own organization did the following:
Attracts talented people 19 percent
Develops talent 3 percent
Retains talent 8 percent
Removes poor performers 3 percent
Knows the A, B, and C players 16 percent
External and Internal Challenges
Aging baby boomers, declining birthrates, and volatility in the job market are combining to raise the stakes in the human capital market. Global competition for talent, especially leadership talent, is intense. Leadership shortages are more pronounced in growing markets such as India and China. Finding leaders in these markets with experience in Western corporate culture is proving difficult, with many organizations competing for the same small population of individuals. On the flip side, finding U.S. leaders with global experience is proving almost as challenging. In one recent study conducted by Executive Development Associates, globalization was rated fourth as a cause for today's leadership shortages. The first? A lack of needed skills. By extension, talent shortages clearly exist at every level of an organization, both in quantity and quality. Beyond the external factors, significant internal challenges make it extremely difficult for CEOs, the senior team, managers, individual contributors, and human resources to believe in and execute a winning human capital/talent management system. As stated earlier, these challenges are tied to the four D's of your human capital/talent management processes: Deployment, Diagnosis, Development, and Demarcation. The following challenges, if left unresolved, will exact a significant toll on your organization's performance. That said, an organization's ability to successfully combat these issues is in direct proportion to the strength of their human capital/talent management processes.
Not recruiting, selecting, or promoting based on the competencies required for success
Aging workforce—concerns about bench strength
Variable selection ratios—either "too many" or "too few" candidates available per job opportunity
The need to improve selection/promotion accuracy—new-hire ROI
Turnover issues—inadequate talent and/or fit issues
Too many interviews—cost, inaccuracy, and legal exposure
High-potentials are not identified and/or are identified inaccurately
Selection/promotion instruments not able to measure Capability, Commitment, and Alignment
The prevailing inaccurate belief: "The best predictor of future performance is past performance"
Instruments of questionable validity, reliability, and job relevance
Skill and talent gaps
Bench strength issues
Need for better ROI on leaders, teams, and individual contributors
Inadequate or no internal (or external) reference points for calibrating leader, individual contributor, and team Capability, Commitment, and Alignment
Assessment instruments currently not aligned well with the target competencies required for success
Assessment instruments that do not provide accurate diagnostic information—relative to strengths and developmental needs, behavioral feedback, and performance development recommendations
Multiple diagnostic tools not utilized (i.e., multirater, objective assessments, interviews, minisurveys)
Discrepant information (i.e., where perceived assessments of actual performance factors disagree with objective assessments of the same performance factors) not uncovered, discussed, and leveraged
Training and development not linked to competencies
Training and development not linked to assessments
Long learning sessions that require too much time away from the job
Development not multifaceted—coaching, workshops, summits, institutes, e-learning, and on-the job
Individual Development Planning (IDP) not happening and/or not recent and not based on accurate assessment data
Learners finding it difficult to determine their development progress against development goals that were established and agreed upon
Costly training and development, making it difficult to establish a solid ROI
"Event"-focused training and development, as opposed to continuous
Organization not innovative enough
Organization design issues
Organizational change/transition issues
Performance management is a top-down event, not seen as a joint process.
Performance management is "event" driven, not seen as continuous.
The word accountability is not a critical theme—not believed in and/or practiced.
Performance management is a "form" or "software" that needs to be completed.
Goal setting and performance planning are not aligned with the strategic direction of the organization and/or with accurate assessments that help isolate Capability, Commitment, and Alignment.
A-team players are not accurately differentiated from the B- and C-team players.
A-team players receive the same rewards as B- and C-team players
The Stealth Fighter Model
The Stealth Fighter Model offers a compelling, symbolic way to understand the predictive relationships that exist between critical human capital/talent management processes (the four D's) (Exhibit 1.1), the Leading Indicators (Capability, Commitment, and Alignment—more on these later), intermediate outcomes, and ultimate outcomes. The four D's essentially act as the four turbocharged engines that propel the Stealth Fighter (the company) toward its target, which is defined as an organization's Future Desired State and the required competencies to execute both the current and future business strategy. By way of analogy, if the four engines are "well oiled," functioning at a high level (i.e., optimized), and working together (i.e., integrated), they will propel the Stealth Fighter toward its goal.
In practical terms, an organization's Human Capital Value Proposition (HCVP) is the holistic sum of the following practices:
Deployment—Recruitment, selection, and promotion
Diagnostic—Assessing competencies and skills
Development—Training, coaching, action-learning
Demarcation—Performance management and reward systems
Also included in the HCVP is the relative impact of these practices on multiple levels of business outcome, such as Capability, Commitment, and Alignment (Leading Indicators); intermediate outcomes, such as individual and team performance (lagging indicators); and ultimate outcomes, such as organizational revenue, profits, and operating ratios. Regardless of the exact words used to capture an organization's HCVP, one thing is sure: The elements identified in the Stealth Fighter Model need to be well thought out, believed in, communicated, executed, and measured (assessed)—continuously.
Excerpted from TALENT LEADERSHIP by John Mattone Luiz Xavier Copyright © 2013 by John Mattone. Excerpted by permission of AMACOM. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Table of Contents
Foreword by Dr. Jac Fitz-enz
Chapter 1: What Is Talent Leadership?
The Search for Solutions
Elements of a Winning Human Capital
External and Internal Challenges
The Stealth Fighter Model
Assessment and Structure
The Four Objectives of Deployment
What About Demarcation?
Chapter 2: The Stealth Fighter Needs a Target: The Importance of Competencies
What Is a Competency Model?
Competency-Based HR Systems
Suggestions on How to Use Competency Models
JohnMattonePartners’ (JMP’s) Process for
Developing Competency Models
The Stealth Competency Mapping
Chapter 3: The Leadership Wheel of Success™: The Outer Core
The Outer-Core Leadership Competencies
Calibrating the Outer Core: The Strategic-Tactical
Leadership Index-360™ (STLI-360)
Chapter 4: The Leadership Wheel of Success™: The Inner Core
and Coaching from the Inside Out
Getting Leaders to Change
Character and Values
Harnessing the Power of Character and Values
Coaching from the Inside Out
The Power of Versatility
Chapter 5: The Nuts and Bolts of Positive Performance
What If the Truth Is Not Told?
The Ten Elements of Positive Performance
The Three-Part Cycle
Executing Positive Performance Management
The Role of the Employee
The Role of Leaders
Major Steps in Coaching as a Leader
Reviewing Performance Goals
Chapter 6: Succession Planning: Using Assessment to Calibrate
Performance, Potential, and Readiness
Why Is Succession Planning Needed?
Research Findings on Succession Planning
The Nuts and Bolts
Assessment: Calibrating Performance, Potential,
Potential-Based Calibration Assessments
Chapter 7: Psychodynamic Model of Executive Maturity:
Breaking Down the Enneagram
How to Use the Enneagram
Chapter 8: Understanding the Heart Leader Triad: Helpers,
Entertainers, and Artists
Type Two: The Helper
Type Three: The Entertainer
Type Four: The Artist
Chapter 9: Understanding the Head Leader Triad: Thinkers,
Disciples, and Activists
Type Five: The Thinker
Type Six: The Disciple
Type Seven: The Activist
Chapter 10: Understanding the Gut Leader Triad: Drivers,
Arbitrators, and Perfectionists
Type Eight: The Driver
Type Nine: The Arbitrator
Type One: The Perfectionist
Chapter 11: Integrating Assessment Results and Executive
Typical Executive Coaching Applications
Defining the Scope of a Coaching
Nine-Box Placement and Executive Coaching
Defining Action Steps
The Roles of Stakeholders/Mentors in Building
Positive Lasting Change
LeaderWatch™ Abbreviated Surveys and
Appendix A: Diagnosing the Health of Your
Human Capital/Talent Management Practice
Appendix B: Diagnosing the Health of Your Succession
Appendix C: The Mattone Leadership Enneagram
About the Author