5. L E A D E R S H I P C O R R E L AT E S W I T H
A study by Bloomberg BusinessWeek and Hay Group
found that companies ranked in the top 20 for leadership
acumen significantly outperformed the S&P 500 in both
the short and long-term. This makes finding, developing,
and retaining effective leaders not only a talent
management priority but also a business imperative.
6. L E A D E R S H I P C O R R E L AT E S W I T H
7. LEADERSHIP DEVELOPMENT BECOMES A
Identifying and developing emerging leaders requires—
and is receiving—a focus from organizations to ensure a
ready leadership talent pool.
Leadership development was the #1 human capital issue
in 2010 and 2011, according to the Institute for Corporate
8. LEADERSHIP DEVELOPMENT BECOMES A
In the “Talent Edge 2020: Blueprints for the New Normal” study, leadership
and emerging leaders were high priorities in terms of both development and
More than 6 in 10 (64%) have a high (40%) or very high (24%) fear of losing
high- potential talent and leadership.
Building a leadership pipeline and focusing on leadership development is no
longer confined to succession planning, nor should it be restricted to C-level
executives. Today’s flatter, global organizations need effective leaders at
each level of the organization.
9. L A C K O F L E A D E R S H I P P R E PA R AT I O N "
Consider these points:
→ “HR leaders rate their first-line managers as their ‘least ready’
workgroup, even less capable than their entry-level employees.”
→ “Companies say they are finding they don’t have the managers to
spearhead new projects or step in for departing executives, a problem
as companies try to shift into growth mode.”
→ Only 33% of HR leaders are highly confident in their frontline leaders’
ability to ensure the future success of their organization.
Bersin & Associates Report, 2010.
“Leadership Training Gains Urgency amid Stronger Economy,” Wall Street
DDI, “2011 Global Leadership Forecast” (1,863 HR leaders)
10. L A C K O F L E A D E R S H I P P R E PA R AT I O N
Even the frontline leaders themselves agree. Of the
1,130 frontline leaders in DDI’s December 2010 “Finding
the First Rung” study:
Only 42% said the transition to a first-time leader was
Only 55% said they possessed the leadership skills they
needed when they first stepped into a management role
Only 62% felt prepared to take on this role
11. O R G A N I Z AT I O N S A R E FA I L I N G T H E I R
C U LT U R E I N F I V E W A Y S
The Moment of Truth. Most organizations say they want to promote from
within yet at the moment of truth they do otherwise. Notably, very few
frontline leaders (11 percent) got their job by being groomed as part of a
formal development program.
The Funhouse Mirror. Neither frontline leaders nor their managers have an
accurate view of that person’s leadership capability. Only 56 percent of
frontline leaders feel that their manager has the knowledge to support their
The Invisible Plan. Only one-third of frontline leaders have sat down with
their manager to agree upon a formal, written development plan.
12. O R G A N I Z AT I O N S A R E FA I L I N G T H E I R
L E A D E R S I N F I V E WAY S
4. The Training Waltz. A common complaint of senior management is that their
organizations have spent tens of thousands of dollars on leadership training—
but do not see the results in the workplace. Most leadership training programs
do not teach the most important skills, nor do they provide enough opportunity
for practice and feedback to build competence and confidence in leaders and
encourage them to use the skills on the job.
5. The Maytag Repairman. Finally, most managers feel like they are all alone
in their development because they are not getting sufficient attention or support
from their manager or from their organization. How long would you expect
frontline leaders to thrive under the following circumstances?
Only 53% say that their development assignments are good learning experiences.
Only 49% say they get sufficient feedback about their performance.
Only 46% say their manager is committed to their development.
Only 40% are satisfied with their organization’s development offerings.
13. I M P O RTA N C E O F B U I L D I N G I N T E R N A L
TA L E N T
One of the key advantages of developing leaders
internally is that they achieve productivity almost 50
percent faster than external candidates according to a
study by Mellon Financial, “Corporate Learning Curve
14. HIRING MANAGERS FROM THE OUTSIDE
I M PA C T S P E R VA S I V E O R G A N I Z AT I O N A L
C U LT U R E
A study by Matthew Bidwell, an assistant professor at the
University of Pennsylvania's Wharton School, found that
external hires get paid 18% to 20% more than internal
employees do for the same job, but they get lower marks
in performance reviews during their first two years on the
15. HIRING MANAGERS FROM THE OUTSIDE
I M PA C T S P E R VA S I V E O R G A N I Z AT I O N A L
C U LT U R E
“Hiring managers may be tempted by a fresh perspective
or a prestigious résumé, but they underestimate how
hard it is to integrate new people.” - Matthew Bidwell
16. T H R E E K E Y E L E M E N T S O F C U LT U R E
As organization culture becomes more pervasive it becomes
more difficult for “outsiders” to grasp the unique culture
Organizations that want to change culture can best do so by
hiring management from outside the organization.
17. H O W T O S T R E N G T H E N O R G A N I Z AT I O N A L
C U LT U R E A N D I M P R O V E B U S I N E S S
Identify Management Talent Inside the Organization
Develop Internal Management Talent
Promote Managers from Inside the Organization
24. T H E D E TA I L S : H O W D O E S I T W O R K ?
25. HOW DOES VERTEX WORK?
Step 1: Checkpoint 360 Degree Evaluation
→ Comprehensive assessment of each participant’s
current management skills
Opportunities for growth
Management Skills Survey
→ Vertex Coach Assigned:
Debriefing of Checkpoint 360 and Skills Survey
Customized Action Planning Based on Checkpoint 360
Results and Management Skills Survey
26. HOW DOES VERTEX WORK?
Step 2: Management Training
Seven web-based training modules with participant guides for
each key management skill area:
Interviewing & Evaluations
Each module includes a post-test
27. HOW DOES VERTEX WORK?
Step 3: Monthly One-on-One Conference
Review Action Plan Implementations
Validate implementation of action steps
Set new learning goals
Discuss current challenges
Review what was learned from the most recent Vertex Webinar.
Ensure key learning points were understood.
Discuss what the participant plans to implement from the webinar.
28. HOW DOES VERTEX WORK?
Step 4: Accountability
Quarterly Phone Conference with Particpant’s Supervisor
Provide feedback on engagement and development
Provide suggestions for supporting learning and development
Validate skill implementation
29. HOW DOES VERTEX WORK?
Step 5: Final Assessment & Evaluation
2nd Management Skills Survey to assess progress
Development of follow-up action plans for participants
On-going development recommendations
30. VERTEX FOR FUTURE MANAGERS
The Vertex version for those not yet in management who
you want to be fully effective from the first day!
Retain top performing employees by investing in their
Extremely low cost
No out-of-office time
All the same training modules proven by research to be critical for
32. VERTEX IS LIVE
FedChoice Federal Credit Union
Debbie Wright shares,
“This program has put me on the path to becoming a better leader.
And, by having better leaders at FedChoice, the credit union will
experience cascading benefits such as improved employee
engagement, motivation and productivity. This program was truly eye
opening and encouraged me to become more self-reflective and open
Collins Community Credit Union
NuPath Community Credit Union
121 Financial Credit Union
33. NEXT STEPS
More information including a demo of the training
modules – contact Tansley Stearns: firstname.lastname@example.org
Sign-up for Vertex http://filene.org/products/product/vertex-manager-training