Beruflich Dokumente
Kultur Dokumente
71%
Report that leadership development Solutions need to be more business driven and targeted by leader level
Source: Bersin & Assoicates HILD 2011
91%
Do I have the right leadership talent and if not, what to do about it? Can I count on them to help execute our business strategy and 'win' in my industry? Are effective dialogues taking place between them to ensure alignment, growth and superior results? And, does my organization have the right leadership culture and architecture to attract, retain and develop next generation leadership?
We Live In A
VUCA World..
VOLATILITY
Uncertainty
Complexity
Ambiguity
The conscious mind may be compared to a fountain playing in the sun and falling back into the great subterranean pool of subconscious from which it rises.
Sigmund Freud
Contingent Leadership
Some Popular
Myths
About
Leadership
Everyone Can Be A
Leader
Leaders Deliver
Business Results
Leaders Are
Great
Coaches
Leadership: definition
Moulding the behaviour, attitudes and values that
inspire others to work together with commitment and enthusiasm to achieve the organisations mission.
Leadership Excellence
People Excellence
Operational Excellence
Commercial Excellence
Leadership Strategy
Surveys of CEOs show that they believe the one factor that will enable strategy execution and long term growth is the quality of their leadership talent. Leadership Strategy A leadership strategy makes explicit how many leaders we need, of what kind, where, with what skills, and behaving in what fashion, individually and collectively to execute strategy
Enable
High Performance Alignment with business objectives
Passion to deliver
Courage to innovate
Leadership is INOS Leaders are in the hub of multiple interactions and influences between Individuals, Networks, Organization and Stakeholders
Multi-disciplinary
Leadership Strategy
Leadership Architecture
Business Objectives
Revenue Growth
Leadership Strategy
Leadership Development
Solutions
Customer Satisfaction
Leadership Goals
Bench Strength
Innovation
Leader Engagement
Development Solutions:
Support environment
Organisational Excellence
Global & Local Change Global & Local Change Drivers Drivers & Strategic Sustainability Customer Centric Customer Organisation Organisation Engaging Engaging the the organisation organisation
Integration Day
People
People Skills Skills (2011): LeiderschapsTraject People Skills Refresh Leadership Skills Interview Skills , Evaluatiegesprekken Refresh People Skills Loopbaangesprekken, Interview Skills
People Skills Skills (2011): Toegang tot alle Building Effective nieuwe Modules Teams Building Effective Teams ( Pilot AS)
People Skills Skills (2011): Toegang tot alle nieuwe Modules Building Effective Teams ( Pilot AS)
3 4
20
On-the-job Dialogues
10
Training
teams or networks are the cornerstone of strategy execution Leaders are ill equipped to establish those dialogues In spite of huge investments being made in leadership development Leadership development has a low ROI Because they focus essentially on individual development and often ignore the team co-responsibility They are disconnected from any leadership strategy Leadership dialogues do not take place as they should resulting in Misalignment, lack of effective feedback, low trust, low innovation, resistance to change, conflict, lack of learning, poor collaboration, lower performance, .
To optimise performance and guarantee continuous and sustainable improvements within the teams
strategy
To serve the business strategy Taking into account the individual, team, organisational and societal components influencing people performance
For effective and sustainable impact on the frequency and effectiveness of the leadership dialogues
Aspects of leadership
Strategic leadership
Competitive position
Inspirational leadership
Task focus
Transactional leadership
By me
With others
Strategic leadership: Identifying the right things to be done (vision, values, strategies) Inspirational leadership: Energising others to take action (engagement, role model, connecting) Transactional leadership Getting things done through others (performance management) Task focus Personal work (tasks, administration)
Short term
Long term
Why Should Anyone Be Led by You? Robert Goffee and Gareth Jones
Inspirational leadership
him worse. But treat a man as if he were what he potentially could be, and you make him what he should be.
EQ or Emotional Intelligence
The capacity for recognising our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.
Awareness
Self awareness
Empathy
Actions
Self Regulation
Self management
The ability to control or redirect disruptive impulses and moods
Relationship management
Proficiency in managing relationships and building networks
Exemplary Leaders
Front Line
60 Second Recap
A business
Leadership is INOS
Inside Out
POURQOUI-PAS?
WHY NOT?
JEAN-BAPTISTE CHARCOT 1867-1936
BIG
Thank You!
Executive Profile
Pasquale Mazzuca has developed a distinguished career as a leadership and talent management strategist. Prior to founding Hamilton Davenport partners, he was Human Resource Director of a major Belgian telecommunications company where he worked very closely with executive committee in building leadership capabilities amongst the top 200 executives, and helping to implement major change initiatives. Prior to that Pasquale held leadership positions with A.T. Kearney Management Consultants where he was vice president and managing director of the executive search practice. Prior to that with a global talent acquisition firm, as manager of the Belgian operations and before that with the Anglo-French Group, Schlumberger Industries. Pasquale has just over 25 years professional experience, he has advised numerous international Fortune 500 and European companies on their executive talent strategies, partnering with line management and human resources, particularly in the areas of; executive coaching, organisational change, and workforce mobility, talent management employer branding, retention strategies, and performance management Clients include, for example: Areva T&D, Kone International, BAT, Mobitel Bulgaria, Schlumberger, Starwood Hotels and Resorts, Getronics, Johnson and Johnson, Eurocontrol, European Patent Office, Management Centre Europe, Stanley Black & Decker, Artinus Pet Packaging, C&A Group, Wabco, AB Inbev. O3b Networks His areas of expertise include; leadership development, team dynamics, senior executive coaching talent management processes, employer branding strategies, and rewards management. Pasquale has lived and worked in Europe, the Far East, West Africa and the USA. Pasquale holds a Bachelor of Science degree (Cum laude) from the University of Wales, UK. He has completed post-graduate programs in Human Resources at I.E.S.E in Barcelona, and INSEAD in France. Pasquale is qualified to use the MBTI Step I instrument. He was also a faculty member at Management Centre Europe, and vice chair of the American Chamber of Commerce Communications Committee from 1998-2003. Pasquale is also a speaker at high-level conferences and events. He is fluent in English and French with Italian