Why world-class leadership development makes a difference.

1. World-Class
Leadership Development

2. Why world-class
leadership
development makes a difference
Leadership challenges are changing:
Organisations are becoming more complex Leaders are spending shorter time in roles
Today's leaders have responsibilities that span national The average time in a leadership role has reduced
boundaries, organisation groups, joint ventures and strategic to between 12 and 18 months. Leaders are now expected
alliances. Organisations are increasingly becoming more to deliver more in less time. Organisations are quick
matrixed and exceptional performance is no longer achieved to dismiss those leaders who don't respond quickly
by working in silos. to new challenges.
Modern organisations are flatter and thinner The impact of leaders is increasing
There are fewer levels and greater gaps between each Through indirect and virtual teams, each leader's
role so leaders need to be ready to make significant leaps sphere of influence and impact stretches right across
and deliver results immediately. There is no longer the the organisation. The cost of being average is now far
opportunity for leaders to develop in incremental stages. greater than ever before.
World-class organisations have already risen to meet these
challenges. Their leadership development is more focused,
delivers results faster and on a more sustainable basis.
No organisation can afford to make do with mediocre
performance. Great leadership liberates great performance.
But moving your leaders from average to world-class
in today's challenging environment requires a more
focused approach to leadership development.
And the results?
People who work for an excellent leader are prepared Fortune's Most Admired Companies believe in leadership
to put in between 30 and 40% more discretionary effort. development. They focus more time and energy on developing
leaders than average organisations do – and they have
Research has shown that excellent leadership delivers differentially superior share price returns as a result.
increased innovation, faster implementation of new
strategies, products and services, better decisions, Developing leaders has an excellent rate of return.
more accountability - and a greater contribution According to Harvard Business School, leaders account
from your workforce. for up to 41% of a company's profitability.

3. Making world-class leaders
Hay Group works with world-class organisations to undertake leadership development
that is distinct in four key areas.
1 3
Knowing how to make the biggest impact on performance Understanding what drives behaviour
Leaders in average organisations know their strengths and weaknesses. Their leadership development Average organisations use psychometrics to help their leaders understand their own preferences
is focused on overcoming these weaknesses by capitalising on their strengths. and ways of working.
Leaders in world-class organisations know much more than just their strengths and weaknesses. Leaders within world-class organisations have a much deeper understanding of what makes them tick.
They also understand how these impact on the performance of the people around them. They get Like their counterparts in average organisations, they know what their natural preferences are but they
improved results faster by knowing where the biggest opportunities are to improve performance and
also know why they are good at some things and not others. Knowing why enables them to create a
they concentrate their leadership development efforts there.
game plan for how to develop in certain areas. By doing this they are more likely to achieve sustainable
change and adapt their self image quickly when changing roles.
“I've had feedback many times, over many years, but it has been easy to say, 'I know that. It's just me.' “I always knew I wasn't very good at giving feedback and 'coaching', but I never knew why. This has
This time is different. I can't ignore it because I know the impact my behaviour has on other people been, for me, the missing foundation that I've needed for finally achieving progress, enabling me to
and their performance.” give significantly better feedback and coaching.”
2 4
Understanding the unique requirements of the role Developing a leadership culture
Leaders in average organisations know the competencies necessary for them to succeed. They have a Average organisations spend a great deal of time and money developing their leaders. But as an
customised, organisation wide competency model and their leaders are assessed and developed against it. organisation they still value individual contribution over and above leading and developing others.
World-class organisations do much more. They understand that the same competency can look very World-class organisations do more than just develop individual leaders. They create a culture that
different in each role e.g. a turnaround line role vs a strategic functional role; that a leader who dazzles values leadership by consistently promoting, hiring and rewarding for leadership excellence. Their
in one role may well fall flat in the next. They therefore also match the behavioural traits of their leaders demonstrate their commitment to develop others - they know how to give feedback, to coach
leaders to the specific challenges of their particular role. and to refine another's behaviour. Leadership culture is the single most important factor in sustaining
leadership in world-class organisations.
“Moving to a line role from a support role was a huge challenge for me. By really understanding what “We really began to see the difference when we stopped just talking about it and started to value leadership
I had to do differently, I was able to deliver results more quickly.” as an organisation. Now people actually get promoted for developing others and being a ‘good leader’.”
Av er ag e perf ormance is e xpensiv e
R esear c h has f ound that in high
comple xity r oles outstanding
perf ormer s deliv er an additional 48%
acr oss perf ormance metr ics compar ed
to a v er ag e perf ormer s.
Source: Hunter, Sc hmidt , J udiesc h
Source: Hunter,

4. Why Hay Group?
Hay Group's Leadership Impact Analysis is the only Hay Group has expertise in both leadership development
diagnostic tool that measures the impact that leaders and culture change. Using our proprietary diagnostic
have on performance and benchmarks this against 'Culture Sort' we can help you identify the strategies,
world-class standards. values, systems and processes within your organisation
that undermine leadership.
Hay Group is the only organisation that uses
instruments to help leaders understand why they have Hay Group has the most extensive leadership databases
certain preferences and why they are better at some in the world, based on years of study and analysis of
things than others. Based on pioneering research by Dr over 65,000 global executives. We don't just guess –
David McCelland and Hay Group into the underlying we know exactly what it is that the best leaders do.
relationship between motivation and performance,
Hay Group has developed a unique 'Motive Profile' to
help leaders gain an in-depth understanding of what
drives their behaviour.
Hay Group has the experience, expertise and
incomparable diagnostic tools to help organisations
undertake leadership development that will lift them
from average to world-class.
We work with leading-edge researchers and practitioners Hay Group's experience is not confined to leadership. We
in the field; Daniel Goleman and Richard Hackman amongst are also experts in organisational design, reward and
others. We are also proud to work alongside organisations performance management. We can work on every aspect of
such as Harvard University and Fortune, revealing insights, developing a culture that supports excellent leadership now
developing theories and world-class practices. and in the future.
Hay Group designs bespoke solutions. Our approach takes Hay Group has combined the rigour of Hay Group Job
account of your current and desired culture. We recognise Evaluation with the robustness of McBer Competencies to
that in some cases development is driven by urgent develop the Hay Group Leadership Roadmap. This recognises
performance objectives and in others by continuous the unique challenges of individual types and levels of roles
improvement - our solutions have the flexibility to and the competencies needed to succeed within them. It
accommodate both. provides a clear and straightforward way to match your
leaders against the critical roles within your organisation.

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