Leadership Blueprint

FOR SUCCESS

Victor Magdaraog
Vice President , SGV-DDI
 “The thing that wakes me up in the
middle of the night is not what might
happen to the economy or what our
competitors might do next, it is worrying
about whether we have the leadership
capacity and talent to implement the new
and more complex global strategies.”
-David Whitman,
Chairman, President and CEO,
Whirlpool Corporation

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Leadership: A Compelling Business
Issue

 Leadership = Most Important Challenge

 78.6% of CEO readers consider leadership “most

important” or one of “top 5 challenges”

 DDI Leadership Forecast (2001): Only 1/3 had

high confidence in their leaders

 Only 23% respondents satisfied with LD efforts

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 LeaLeadership Forecast (2003)
A Benchmarking Study

 Confidence in Leadership
 Changes in Leaders’ priorities
 Critical Leader Competencies
 Leader Derailers
 Identifying and Retaining Leaders
 Leader Development
 Impact on the bottom line

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Recent DDI On-line Poll

 Large gaps in leadership exist especially for:

– Coaching
– Inspiring Loyalty and Trust
– Influencing Through Personal Power
– Managing Work / Rapid Decisions

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When left to their own devices, things (and leaders) don’t
always develop properly…

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 Leadership Performance System

 Systematic approach to leadership at all levels

 Not all leaders are created equal

 You are the best judge of organizational leadership

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DDI’s Leadership Development Blueprint

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 Guideposts for Leadership Talent
Development

 Values are at the heart of great leadership

 Leadership success must be defined by
considering the “whole” person
 Leaders must be equipped to recognize and
effectively perform fundamental and
transitional “leadership imperatives”
 Leverage the leadership blueprint to drive
execution of business and cultural strategies
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 Guideposts for Leadership Talent
Development

 Values are at the heart of great

leadership
 Leadership success must be defined by
considering the “whole” person
 Leaders must be equipped to recognize and
effectively perform fundamental and
transitional “leadership imperatives”
 Leverage the leadership blueprint to drive
execution of business and cultural strategies
10 Strictly confidential. Not to be reproduced. © Daya Dimensi Indonesia 2004. All rights reserved.
DDI’s Leadership Beliefs
BELIEFS

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 Guideposts for Leadership Talent
Development

 Values are at the heart of great leadership

 Leadership success must be defined by
considering the “whole” person
 Leaders must be equipped to recognize and
effectively perform fundamental and
transitional “leadership imperatives”
 Leverage the leadership blueprint to drive
execution of business and cultural strategies
12 Strictly confidential. Not to be reproduced. © Daya Dimensi Indonesia 2004. All rights reserved.
Leadership Success is Defined by
Considering the Whole Person

PERFORMANCE

EXPERIENCE COMPETENCIES
What I am capable of
PERSONAL
What I have done ATTRIBUTES

KNOWLEDGE
Who I am

What I know

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 Personal Qualities-Motivational Fit &
Executive Derailers

 Motivational Fit-Important at all levels

 Executive Derailers*-More important at
senior levels; appear:
– After prolonged exposure
– During stress
– During heavy workloads
– When the person isn’t paying attention
– During times of change & transition
– *Often overuse of a strength
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Executive Derailers

 Volatile  Impulsive
 Argumentative
 Attention Seeking
 Risk Averse
 Imperceptive  Eccentric
 Avoidant  Perfectionistic
 Arrogant
 Approval Dependent

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Success Profile

What I Can Do: What I Know:

Skills & Potential Knowledge

 Building Partnerships • Functional
 Decision Making • Systems & Processes
 Customer Focus • Products and Services
BELIEFS

What I Have Done: Who I Am:

Dispositions
Experiences & Motivations
• Sales Experience  Tenacity
 Results Orientation
• Supervisory Experience  Motivational Fit
• Managing a budget

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Profiles as Foundational
for Success

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 Guideposts for Leadership Talent
Development

 Values are at the heart of great leadership

 Leadership success must be defined by
considering the “whole” person
 Leaders must be equipped to
recognize and effectively perform
fundamental and transitional
“leadership imperatives”
 Leverage the leadership blueprint to drive
execution of business and cultural strategies
18 Strictly confidential. Not to be reproduced. © Daya Dimensi Indonesia 2004. All rights reserved.
 COACH and DEVELOP for Results

DRIVE PERFORMANCE

INSPIRE Loyalty and Trust

BELIEFS

MANAGE Work

PARTNER Within and Across Teams

INFLUENCE Through Personal Power

SELECT TALENT

SKILLS KNOWLEDGE EXPERIENCES MOTIVATIONS

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 Seven Imperatives for
People Leaders

 COACH and DEVELOP For Results

Competencies under this imperative

 Coaching
 Communication
 Developing Others

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 Seven Imperatives for
People Leaders

 COACH and DEVELOP For Results

 DRIVE PERFORMANCE

Competencies under this imperative

 Aligning Performance For Success
 Work Standards

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 Seven Imperatives for
People Leaders

 COACH and DEVELOP For Results

 DRIVE PERFORMANCE
 INSPIRE Loyalty and Trust

Competencies under this imperative

 Building Trust
 Facilitating Change
 Inspiring Others
 Leading Through Vision and Values
 Valuing Diversity

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 Seven Imperatives for
People Leaders

 COACH and DEVELOP For Results

 DRIVE PERFORMANCE
 INSPIRE Loyalty and Trust
 MANAGE Work

Competencies under this imperative

 Decision Making
 Delegating Responsibility
 Follow-Up
 Planning and Organizing
 Risk Taking
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 Seven Imperatives for
People Leaders

 COACH and DEVELOP For Results

 DRIVE PERFORMANCE
 INSPIRE Loyalty and Trust
 MANAGE Work
 PARTNER Within and Across Teams

Competencies under this imperative

 Building a Successful Team
 Building Partnerships
 Meeting Leadership

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 Seven Imperatives for
People Leaders
 COACH and DEVELOP For Results
 DRIVE PERFORMANCE
 INSPIRE Loyalty and Trust
 MANAGE Work
 PARTNER Within and Across Teams
 INFLUENCE Through Personal Power

Competencies under this imperative

 Building Strategic Working Relationships
 Gaining Commitment
 Managing Conflict
25 Strictly confidential. Not to be reproduced. © Daya Dimensi Indonesia 2004. All rights reserved.
 Seven Imperatives for
People Leaders

 COACH and DEVELOP For Results

 DRIVE PERFORMANCE
 INSPIRE Loyalty and Trust
 MANAGE Work
 PARTNER Within and Across Teams
 INFLUENCE Through Personal Power
 SELECT TALENT

Competency under this imperative

 Selecting Talent
26 Strictly confidential. Not to be reproduced. © Daya Dimensi Indonesia 2004. All rights reserved.
 Seven Imperatives for
People Leaders

COACH and DEVELOP For Results

DRIVE PERFORMANCE
INSPIRE Loyalty and Trust
MANAGE Work
PARTNER Within and Across Teams
INFLUENCE Through Personal Power
SELECT TALENT
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Leadership Transitions
COACH DRIVE INSPIRE MANAGE PARTNER INFLUENCE SELECT
BELIEFS

Execution Driver Strategist

Entrepreneur Mobilizer
Talent Advocate Captivator
Global Thinker Change Driver
Enterprise Guardian

SKILLS KNOWLEDGE EXPERIENCES MOTIVATIONS

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 Leadership Transitions

 Key transitional challenges:

 Span of Influence
 Tactical Control
 Consequences of Failure
 Business Scope
 Visibility
 Constituents
 Executive Derailers

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Leadership Imperatives:
The Overarching Goals/Roles
COACH DRIVE INSPIRE MANAGE PARTNER INFLUENCE SELECT
BELIEFS

SKILLS KNOWLEDGE EXPERIENCES MOTIVATIONS

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 COACH DRIVE INSPIRE MANAGE PARTNER INFLUENCE SELECT

Driver of Execution
Strategist
Entrepreneur
Mobilizer
BELIEFS

Talent Advocate
Captivator
Global Thinker
Change Driver
Enterprise Guardian Execution Driver Strategist
Entrepreneur Mobilizer
Talent Advocate Captivator
Global Thinker Change Driver
Enterprise Guardian

SKILLS KNOWLEDGE EXPERIENCES MOTIVATIONS

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The Operational Leader
COACH DRIVE INSPIRE MANAGE PARTNER INFLUENCE SELECT
BELIEFS

Execution Driver Strategist

Entrepreneur Mobilizer
Talent Advocate Captivator
Global Thinker Change Driver
Enterprise Guardian

SKILLS KNOWLEDGE EXPERIENCES MOTIVATIONS

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Transition of Imperatives
for Operational Leaders

Global Thinker
Coach and Develop for Results
Drive Performance Drive Execution Strategist
Partner within and across teams
Change Driver
Manage work Mobilizer
Influence through Personal Power Captivator
Entrepreneur
Select talent Talent Advocate
Inspire loyalty and trust Enterprise guardian

PEOPLE OPERATIONAL STRATEGIC

LEADER LEADER
33 LEADER
Strictly confidential. Not to be reproduced. © Daya Dimensi Indonesia 2004. All rights reserved.
 Guideposts for Leadership Talent
Development

 Values are at the heart of great leadership

 Leadership success must be defined by
considering the “whole” person
 Leaders must be equipped to recognize and
effectively perform fundamental and
transitional “leadership imperatives”
 Leverage the leadership blueprint to
drive execution of business and cultural
strategies
34 Strictly confidential. Not to be reproduced. © Daya Dimensi Indonesia 2004. All rights reserved.
Strategic Architecture
WHATS ENTERPRISE HOWS
Business Strategy VISION Cultural Strategy

Strategic Priorities Values/Principles

Functional/ LEADERSHIP Job/Role

Departmental Goals BLUEPRINT Competencies

Individual On-the-Job
Objectives Behaviors

Strategy Realization
1. Communication 2. Accountability 3. Skills 4. Alignment 5. Measurement
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DDI’s Leadership Blueprint

36 Strictly confidential. Not to be reproduced. © Daya Dimensi Indonesia 2004. All rights reserved.
 Thank You !
Please contact us at:

i
For More Phone: (021) 7279-3208
Fax: (021) 720-3970
Information Mobile: 0811-199541
E-mail: [email protected]
Web: www.dayadimensi.co.id

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