Potential for What?

Developing the
Successful Public Leader by Design

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Today’s Agenda

• Introduction - 5 minutes

• Feature Presentation and Q&A - 50 minutes

• Wrap Up - 5 minutes

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 Today’s Moderator

Joy Kosta, Senior Director

Talent Development & Leadership Community
Human Capital Institute
www.hci.org

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 Today’s Guests
Scott Spreier
Leadership and Talent Practice Leader
Federal Sector
Hay Group, Inc.

Brian Frawley
Senior Consultant
Hay Group, Inc.

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Core components of an
effective workforce, which
foster high performance
include the right talent and
strong leadership
Roadmap to Reform
Partnership for Public Service
 The world – and work – are being reshaped

The landscape of the public sector is changing

 A call for more effective leadership
 A demand for more innovation, accountability, and productivity

The world of work is changing

 Change and uncertainty are here to stay
 The skinny organization is ‘in’
 Needs, expectations, and values are changing

The world itself is changing

 Environmental, political, and financial uncertainty are the norm
 Technology shapes everything: what we do; who we are
 Our culture is changing

© 2010 Hay Group. All rights reserved 7

 This new landscape requires a
different kind leadership

A growing need for leaders at all levels who:

 Are comfortable with ambiguity and change
 ‘Command and control’ only when appropriate
 Collaborate across organizational boundaries
 Embrace Innovation
 Take risks and claim accountability
 Can leverage and manage a diverse workforce
 Think strategically and ‘holistically’
 Understand technology: both its power and its limits


© 2010 Hay Group. All rights reserved 8
 These changes are reshaping
leadership selection and development

A need to align organization, roles, people

Strategy,
Mission critical organizational
roles in context of Roles Organizational model, structure and
the business, and context culture –environment
implications for role Risks/ in which work gets
done
requirements benefits

People The capacity

of your
people in
relation to
role demands

© 2010 Hay Group. All rights reserved 9

 Step One:
Understand the organizational context

Determine how your organizational

requirements will impact your leadership needs
 Decode your strategy so that future leadership and talent needs
are apparent
 Analyze the implications of your operating model to
organizational requirements
 Identify implications for your future leadership needs

© 2010 Hay Group. All rights reserved 10

 Step Two:
Understand the organizational context

Identify your mission-critical roles

 Decode your strategy so that future leadership and
talent needs are apparent
 Analyze the implications of your operating model to
organizational requirements
 Identify implications for your future leadership needs

© 2010 Hay Group. All rights reserved 11

 Step Three:
Create a role matrix

Define the parameters of critical roles by:

 Complexity / level of work
 Type of leadership role
 Key accountabilities
 Critical competencies

© 2010 Hay Group. All rights reserved 12

 Numerous levels of complexity
Advisory Roles Collaborative Roles Operational Roles

Enterprise Responsible for organization's overall policies, strategies. Goals

Leadership broadly defined (e.g. enhance international operations). Often
confronting unknown.

Strategy Positioning a business/function within broadly defined business

Formation strategy. Scan environment to anticipate impact of external events
Strategic

Setting broad strategy for business/function, integral to enterprise’s

Levels of Work

Strategic
Alignment purpose.

Strategic Turning functional policy into reality, using a considerable degree of

Operational

Implemen- interpretive, evaluative and or constructive thinking to address new

tation
and evolving issues.
Tactical Accomplishing clearly defined functional objectives within
Implemen-
tation established policy, with focus on continual improvement.

© 2010 Hay Group. All rights reserved 13

 Distinct types of leadership roles
Advisory Roles Collaborative Roles Operational Roles

Guidance and advice Coordination of Directly accountable

Enterprise to support internal resources or for achieving
Leadership achievement of relationships with business results
results by developing external partners to through direct control
functional capability deliver measurable of significant
results resources
Strategy
Formation
Strategic

Strategic
Levels of Work

Alignment

Strategic
Operational

Implemen-
tation

Tactical
Implemen-
tation

© 2010 Hay Group. All rights reserved 14

 Different level / type roles call for
different competencies sets

Level of Work Advisory Collaborative Operational

Enterprise  N/A  N/A  Self-confidence
Leadership  Team Leadership
 Results Orientation
 Strategic Insight
 Building Sustainable  Building Sustainable  Building Sustainable
Organizations Organizations Organizations
Strategy  Service to Stakeholders  Cross Boundary Collaboration  Team Leadership
Formulation  Strategic Insight  Organizational Commitment  Results Orientation
 Strategic Relationship Building  Strategic Insight
 Strategic Insight

Strategy  Service to Stakeholders  Cross Boundary Collaboration  Team Leadership

Alignment  Broad Scanning  Organizational Commitment  Results Orientation
 Strategic Relationship Building  Holding People Accountable

Strategy  Service to Stakeholders  Cross Boundary Collaboration  Team Leadership

Implementation  Broad Scanning  Strategic Relationship Building  Results Orientation
 Holding People Accountable

Core Competencies  Analytical Thinking  Initiative  Results Orientation

Required for  Broad Scanning  Interpersonal Understanding  Self Confidence
Success at  Holding People Accountable  Organizational Awareness  Strategic Insight
 Influencing Others  Organizational Commitment  Team Leadership
Executive Level
© 2010 Hay Group. All rights reserved 16
 Avoid the urge to ‘type by title’

CIO: one title, three roles

Advisory Roles Collaborative Roles Operational roles

Enterprise
leadership
Strategic

Strategy
formation  In a service environment
LEVELS OF WORK

Behaviors required:
Strategic
 Results orientation
Alignment  In support environment  Strategic perspective
 Leading change
Behaviors required:
Operational

Strategic  Partnering to deliver results

implementation
 In R&D environment  Influencing without authority
 Networking
Behaviors required:
 Client (internal) focus
Tactical
 Team contribution/work
implementation
 Conceptualizing fit to
business need

© 2010 Hay Group. All rights reserved 17

 Step Four: Assess your talent
using the matrix

Leadership Role Types

Advisory Roles Matrix Roles Operations Roles
High

Target Position 1 Target Position 2

Medium

Strategic
Focus
Moderate
Risk
Low

Current Position

© 2010 Hay Group. All rights reserved 18

 Step Five: Map your talent
against the matrix

Proximity to Business Results

Career Growth Opportunity Risks Advisory Matrix Delivery
 Chris would benefit from having  Chris may have

Strategic Contribution
Enterprise
more opportunities to expand his difficulty assuming a Leadership
network of relationships within role where he is not
Strategy
the organization. the subject matter Formation
expert and where he
 Chris should also begin to may need to actively Strategic
broaden his skill set in other Alignment
solicit the advice and
functional areas (e.g. marketing). support of others. Implementation
This would increase his
capability to provide strategic Tactical
insight for the customer. Implementation

Next Steps Chris’ Current Role

 Chris leadership competencies could be developed and Suitable Progression
sharpened by moving into a major business and operations
role. This movement will demand some strategic Stretching Progression
preparation and developmental planning but could be an Risky Progression
important step in preparing him for a larger role in
enterprise leadership.

© 2010 Hay Group. All rights reserved 19

 Case Example: Large Defense Contractor

Talent Management Project:

 Designed an Assessment and Development Center to profile the

strengths and development opportunities of future leaders for mission
critical roles

 Provided customized feedback to help participants identify and

understand potential “gaps” between their actual performance and
outstanding leadership behavior

 Began a partnership of developing leaders across businesses and

functions to meet current and future challenges

© 2010 Hay Group. All rights reserved 20

 The Assessment Process
 Leadership Competencies were assessed through the following
exercises at the Assessment and Development Center:
 Behavioral event interview
 Two role play exercises
 A case study
 A group exercise
 An overall assessment of Self Management was assessed
throughout the participant’s performance at the assessment center.
 Organizational Climate and Leadership Styles were assessed
through surveys administered prior to the Center to participants and
their immediate teams.

© 2010 Hay Group. All rights reserved 21

 e Defense Contractor
Assessment Follow-Up

 Following each Assessment and Development Center, all

assessors gathered on the following day with business leaders
who partnered in the process to discuss their ratings of the
participants and calibrate their assessments.

 In the month following each Center, Hay Group consultants

provided participants with behaviorally based feedback and a one-
on-one phone consultation based on their performance at the
Center and the results of two on-the-job surveys.

 Feedback from the Center was combined with on the job data in
order to facilitate ongoing development and succession planning.

© 2010 Hay Group. All rights reserved 22

 The benefits of a well-designed
talent management strategy
 Common succession / talent management language
 Alignment of organizational needs with leadership demands
 Improved efficiency in selecting and developing leaders
 Identification and minimization of risk
 Peaceful transitions

© 2010 Hay Group. All rights reserved 23

 It’s your turn! Ask our experts…
Scott Spreier
Scott.Spreier@haygroup.com
www.haygroup.com
(469) 232-3857
Brian Frawley
Brian.Frawley@haygroup.com
www.haygroup.com
(703) 841 - 3149

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