A 1-Day Talent Leadership Master Class For CEOs & Senior Executives
Participants
- CEOs and/or their direct reports or senior executive teams
- For "in company" Master Classes for Brand CEOs and their direct report/ executive team members (specific examples relative to the businesses will be included for tailored learning)
Duration
- Full day (9am – 5pm)
- Complete day's participation of senior executives
- Full morning participation of CEOs, invited for lunch and entire day, schedules permitting
Workshop Leader
Lynne Morton, President of Performance Improvement Solutions, Inc. is a globally recognised thought leader in talent management. Lynne has a 20+ year career in organizational effectiveness and change. She has achieved awards for her consulting/facilitation and for her research in talent management. Based in the USA, but having worked on nearly every continent, she has helped leading public and private sector organisations understand, develop and retain their talent for strategic, competitive advantage. Lynne conducted the seminal research in talent management (Integrated and Integrative Talent Management; Talent Value Imperatives), has counseled senior executives/CEOs, and has led workshops on a range of talent management issues globally. She is known for her high energy, insightful and tailored programmes. This is the first time she is presenting this unique programme in South Africa. HCI Africa and Lynne Morton have a long-standing strategic partner relationship.
Description
This fast-paced, high impact workshop provides insights into strategic thinking and personal action, via a new behavioral model called FUSION. At the master class CEOs & senior executives take stock of their talent leadership skills using a South African designed 70 item self-assessment. The assessment model and instrument has been developed from research work done in South Africa.
The self-assessment is used throughout the workshop as the framework to unpack talent leadership issues and opportunities, explore new knowledge and insights and share talent leadership success stories. Delegates also have a chance to start planning their personal behavior changes.
Draft Outline
Module 1: 09:00 -10:15: The FUSION Model (Presentation & Discussion)
Learning Objectives
- Share key points of CEO research; establish the definition and differentiating features of the FUSION model;
- Create a compelling business case for the model via strategic connections; generate energy and creative thinking/sharing in the room (modeling FUSION)
Content Areas
What CEOs have told us about their roles in talent leadership (South African research findings) relative to the three roles and 13 core competencies/dimensions).
- Integrating Talent with Business Strategy & Priorities
- Managing Accountability
- Leading the Talent Proposition & Brand
What Talent FUSION is...the new model & how it relates to the three research dimensions.
How it energizes those who lead talent, as well as the work of talent management
Why it is important
10:15 - 10:30 Break
Module 2: 10:30 – 12:00: Generating FUSION / Behaviors for CEOs
Learning Objectives
- Present key actions for CEOs – 3 specific actions that CEOs need to take per FUSION
- Leadership area (each letter represents an opportunity area for moving the needle to a higher level of Talent Leadership);
- Provide compelling reasons to follow the guidelines; share a simple template for action; engender a desire to lead Talent FUSION
Content Areas
Framing Your Vision – setting sights high (for innovation and business results); making your sights clear; marking the goal – relates to Assessment Role 1: Integrating Talent with Biz Strategy & Priorities
Understanding Your Talent – knowing your top talent individually; knowing talent needs or workforce planning; being ready for talent gaps – relates to Assessment Role 1: Integrating Talent with Biz Strategy & Priorities
Sharing Knowledge – teaching/ leaders developing leaders; mentoring emerging talent; communicating broadly and honestly – relates to Assessment role 2: Leading the Talent Proposition & Brand
Inspiring Performance – providing role model behavior; working well with others/a diverse team; requiring regular performance feedback (giving and getting feedback) – relates to Assessment Role 2: Leading the Talent Proposition & Brand
Opening Accountability – clarifying responsibilities and requirements; being transparent about personal and organizational results; ensuring that reward or retribution is fair – relates to Assessment Role: Managing Accountability
Networking – participating in performance/potential calibration meetings to ensure that appropriate connections are made or opportunities provided; inviting the head of TM to all strategic planning discussions; creating a culture in which people/talent and outcomes are seen as aligned – relates to Assessment Role 3: Managing Accountability
"Being in the Talent Zone" – Sharing Stories of Struggles and Successes
Delivery style: small group/table discussions, facilitated by Lynne Morton, and supporting team, if appropriate. Stories are captured for feedback (anonymously) to all participants/delegates after the Master Class.
Lunch 12:15 – 13:30 pm
Module 3: 13:30 – 15:15: Action Steps for Senior Executives
Learning Objectives
- Clarify specific talent-related actions senior executive take to support CEO behavior and to achieve organizational impact
- Energise the executive team
Content Areas
Setting targets for business value – how sr. execs play an integrative role in achieving biz impact
Defining and embodying leadership – how sr. execs demonstrate personal leadership
Scouting for talent – how sr. execs play a role in leading the talent brand
Shaping talent – how sr. execs help develop talent, thus leading the talent proposition
Communicating clearly and directly – how sr. execs manage accountability and lead the talent brand via the critical leadership behavior of communications
15:15 – 15:30: BREAK
Module 4: 15:30 – 17:00: Aligning Sr. Exec & CEO Behaviors
Learning Objectives
- Align senior executives' behaviour to CEO behaviour
- Understand key factors for talent decision-making
- Start organisational planning for FUSION
Content Areas
Avoiding pitfalls and "short cuts" – lessons from others and alignment criteria
Planning for FUSION – using the planning template to start to structure opportunities for organisational improvement; sharing the first cut planning and next steps
Setting off FUSION sparks – Personal Commitments – determining and sharing the opportunities for personal improvement
Contact Lyne Lombard on
This e-mail address is being protected from spambots. You need JavaScript enabled to view it
or on 011 609 1971 for a quote for in-company educational needs.
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