Lesson Eight: Follow-up is absolutely key to demonstrating improvement and change. An intervention without follow-up is just another intervention that cannot document real business impact beyond the smile sheets. FINAL OBSERVATIONS Constructing powerful leadership interventions with lasting impact requires a lot of planning up front. Of particular importance is a thorough understanding of the business challenges going forward. This provides the context for leader- ship development that is essential. Leadership development is not about skill building; it is about getting in touch with your values and principles and acting in ways that are consistent with those values and principles. In constructing global leadership development, understand that organization culture and leadership values are different from country cultures and values (Hofestede, 1997). At the leadership and organization level, we discovered that there was remarkable consistency relative to the organization cultures and per- sonal values that leaders and their teams felt were optimum for excellent busi- ness performance. The data collected from around the world support this assertion. GE CAPITAL 173 cart_14399_ch06.qxd 10/19/04 12:17 PM Page 173 174 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 6.1. Executive Leadership Development Symposium: Personal Challenges Reflect upon the following questions about your personal leadership challenges and bring your written responses to the Symposium. What has been your greatest leadership challenge? 1. What was the situation? 2. What made it a challenge? 3. How did you handle the situation? 4. What did you learn? cart_14399_ch06.qxd 10/19/04 12:17 PM Page 174 GE CAPITAL 175 Exhibit 6.2. Executive Leadership Development Symposium: Organizational Challenges 1. What do you see as the biggest strategic challenge facing the company in the next two or three years? 2. What leadership skills and capabilities do you consider to be key development priorities for me in order to meet these challenges? cart_14399_ch06.qxd 10/19/04 12:17 PM Page 175 176 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 6.3. Executive Leadership Development Symposium: Additional Personal Challenges Reflect upon the following questions about your personal leadership challenges and bring your written responses to the symposium. When you look at your career, what do you see as the critical decision points? How do you feel about the choices you’ve made over the years? What were your critical success factors? Describe a time when you were at your best as a leader. 1. What was the situation? 2. What were you doing that made this a defining moment? 3. What do you value most from this experience? 4. What characteristics of effective leadership did you demonstrate? cart_14399_ch06.qxd 10/19/04 12:17 PM Page 176 Exhibit 6.4. Sample Agenda: ELDS Program at a Glance 9:30–10:30 A . M . Opening & Framework for the Program 10:30–12:15 P . M . Foundation of Leadership 8:30–8:45 A . M . Morning Pulse Check 8:45–10:15 A . M . The Challenges of Leading a New Business 10:30–12:00 P . M . Leadership Behavior & Organizational Performance: A Cause & Effect Relationship 7:30–8:30 A . M . Coaching Breakfasts 8:30–8:45 A . M . Morning Pulse Check 8:45–9:45 A . M . Introduction to the OA Model and Individual Analysis of GEC 9:45–12:15 P . M . Initial Team Discussion of Analysis of GEC 7:30–8:30 A . M . Coaching Breakfasts 8:30–8:45 A . M . Morning Pulse Check 8:45–10:00 A . M . Q&A with Business Case Owner 10:15–12:00 P . M . Team Meetings: Analy- sis of Case 7:30–8:30 A . M . Coaching Breakfasts 8:30–8:45 A . M . Morning Pulse Check 8:45–9:45 A . M . Challenge Rounds: Organizing for Final Recommendations 9:45–12:00 P . M . Prepare for Final Report: — Business Case — GE Capital — Leadership Lessons Learned Monday, Tuesday, Wednesday , Thursday, Friday , September 30 October 1 October 2 October 3 October 4 Morning (Continued ) cart_14399_ch06.qxd 10/19/04 12:17 PM Page 177 12:30–4:30 P . M . 12:00–1:45 P . M . 12:30–2:00 P . M . 12:15–2:00 P . M . 12:00–1:30 P . M . Building the GE First Impressions Leadership Leadership Discussion: Final Team Brand in Europe Exercise Challenges Driving Growth Feedback Exhibit 6.4. Sample Agenda: ELDS Program at a Glance ( Continued) 2:15–4:30 P . M . Discussion: Business Challenges & Leader of the Future Requirements 4:30–5:30 P . M . 360° Feedback Introduction of Executive Coaches 6:00–7:30 P . M . Fireside Chat: Building a Career in GE & the Leader’s Responsibility in Attracting and Retaining the Best 7:30 P . M . Dinner 2:00–4:00 P . M . MBTI—Leadership & Team Performance & Decision Making 4:15–6:00 P . M . Luxor Case & Behavioral Coaching Model/Action Plans Started 6:30–8:00 P . M . Dinner, Coach Meetings 9:00–10:00 P . M . Coaching Meetings 2:15–3:00 P . M . Prepare for Report on GEC 3:00–3:45 P . M . Reports 4:00–5:00 P . M . Team Huddle to Discuss Business Case/Questions Determined to Ask Case Owner 5:00–6:00 P . M . Coaching Meetings 6:00–9:00 P . M . Offsite Dinner on Pescatori Island, Fireside Chat 2:00–5:30 P . M . Business Case (cont.) 5:30–6:30 P . M . Coaching Meetings 6:30–8:00 P . M . Fireside Chat: The Leader’s Role in Driving Six Sigma 8:00 P . M . Dinner/Coaching Meetings 9:00–10:00 P . M . Coaching Meetings 1:30–2:00 P . M . Rehearsal 2:15–4:00 P . M . Report & Dialogue 4:00–4:30 P . M . Group Photo and Program Evaluation Monday, Tuesday, W ednesday, Thursday, Friday , September 30 October 1 October 2 October 3 October 4 Lunch Afternoon Evening cart_14399_ch06.qxd 10/19/04 12:17 PM Page 178 Last, but perhaps most important, involve your business leaders directly in your effort. Make them your partner in the design, delivery, and follow-up. This is how you all win in the end. REFERENCES Andersen Consulting. (1999). The Evolving Role of Executive Leadership. Wellesley, Mass.: Andersen Consulting Institute for Strategic Change. Argyris, C. (1976). Increasing Leadership Effectiveness. New York: Wiley. Bass, B. M. (1990). Bass and Stoghill’s Handbook of Leadership: A Survey of Theory and Research. New York: Free Press. Clark, K. E., Clark, M. B., and Campbell, D. P. (1992). Impact of Leadership. Greensboro, N.C.: Center for Creative Leadership. Clawson, J. (1999). Level Three Leadership. Upper Saddle River, N.J.: Prentice Hall. Conger, J. A. (1993). “The Brave New World of Leadership Training.” Organizational Dynamics, 21 (3), 46–58. Cooperrider, D. L. (1997–1998). “Appreciative Inquiry.” (Class lecture: Benedictine University Ph.D. program, Lisle, Ill.) Deal, T. E., and Kennedy, A. A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Reading, Mass.: Addison Wesley. Finkelstein, S., and Hambrick, D. C. (1996). Strategic Leadership: Top Executives and Their Effects on Organizations. St. Paul, Minn.: West. Goldsmith, M. (2001). “Helping Successful People Get Even Better.” Leading for Innovation. San Francisco: Jossey-Bass. Hofestede, G. (1997). Cultures and Organizations. New York: McGraw Hill. Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday. Tichy, N., and Cohen, E. (1997). Leadership Engine. San Francisco: Jossey-Bass. ABOUT THE CONTRIBUTOR Linda Sharkey is currently vice president of organization development and staffing (O&S) for GE Commercial Equipment Finance (CEF), a billion-dollar net income business, part of GE Commercial Finance. In this role Linda is respon- sible for the identification, development, and succession planning of CEF’s leadership talent and leads the Session C and performance management processes. She also spearheads CEF’s strategic staffing initiatives and works closely with the leadership team on organizational design, restructuring, and acquisition integration. Linda joined CEF from GE Equity, where she served as senior vice president of human resources. Previously, she held the position of GE CAPITAL 179 cart_14399_ch06.qxd 10/19/04 12:17 PM Page 179 manager, global executive development for GE Capital. In this role, she spear- headed the Executive Leadership Development Symposium (ELDS), a success- ful program aimed at developing senior leaders. Before beginning her GE career in 1998 as part of GE Capital’s Leadership Development team, Linda held vari- ous human resource roles with Paine Webber, Chemical/Chase Bank, and sev- eral government-related offices in New York and Washington, D.C. Linda holds a bachelor of arts from Nazareth College, a masters of public administration from Russell Sage College, and a Ph.D. in organizational development from Benedictine University. 180 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE cart_14399_ch06.qxd 10/19/04 12:17 PM Page 180 CHAPTER SEVEN Hewlett-Packard This case study describes the dynamic transformation process of HP sanctioned by the CEO in which over 8,000 managers throughout the world were developed through key principles of accelerating high performance and alignment and executing with accountability. The program’s most successful key features of on-the-job support, continuous evaluation, coaching, business mapping, and rapid decision making enabled the program to show value of fifteen times its cost, as well as contribute to the success of the merger with Compaq. OVERVIEW 182 DIAGNOSIS AND ASSESSMENT 182 PROGRAM DESIGN 183 PROGRAM IMPLEMENTATION 185 ON-THE-JOB SUPPORT 186 EVALUATION 187 Immediate Post-Program Evaluations 187 Thematic Analysis of Follow-Through 187 Three-Month Post-Program Financial Analysis 189 CONCLUSION 191 Exhibit 7.1: The Follow-Through Process for Dynamic Leadership 191 Exhibit 7.2: Distribution of Follow-Through Objectives in Dynamic Leadership Programs 192 Exhibit 7.3: Distribution of Most Valued Aspects of Dynamic Leadership Programs 193 ENDNOTES 193 ABOUT THE CONTRIBUTORS 194 181 S S cart_14399_ch07.qxd 10/19/04 12:20 PM Page 181 182 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE OVERVIEW In late 1999, Carly Fiorina, the then recently appointed CEO at Hewlett-Packard, launched a campaign to “Reinvent HP.” This chapter describes Dynamic Leadership—an ambitious worldwide program to support the rejuvenation of HP by helping managers excel in an accelerating pace of change. More than 8,000 managers were trained in the first year. The return on investment was out- standing and generated savings and new revenue more than fifteen times the cost, as well as contributing to the merger with Compaq. The success of Dynamic Leadership resulted from six key elements: (1) Dynamic Leadership addressed clear and compelling company needs with well-defined outcomes; (2) implementation was led jointly by internal line lead- ers and external “certified” experts; (3) rapid experimentation and ongoing assessment were used to ensure continuous improvement; (4) an aggressive roll- out schedule with the full support of HP’s executive committee created a critical mass of managers who shared common terminology and methodology; (5) an innovative post-course follow-through system assured application, practice, coaching, and support; (6) rigorous measurement was designed into the program from the outset. DIAGNOSIS AND ASSESSMENT Hewlett-Packard has enjoyed an exceptional record of innovation and growth for more than sixty years. Sustaining that record has required the company to continually reinvent itself in order to capitalize on new technologies and address the changing needs of the market. Throughout the twentieth century, 80 per- cent of HP revenues were generated from products it had produced in the last three years. The 1990s witnessed unprecedented changes in the technology sector. The pace of change—already rapid—accelerated further. Product life cycles became shorter and shorter even as their technologic sophistication and integration needs became increasingly complex. Competition became global, with high- quality products from Asia and Europe competing for market share in the United States as well as their home markets. Prices declined precipitously. Hewlett-Packard, long one of the most admired companies in the world, was showing signs of deceleration. Its growth curve flattened, decision making slowed, and lack of alignment and shared purpose led to wasted opportunities and resources. To reinvigorate the company, HP’s board of directors named Carly Fiorina, the bril- liant architect of Lucent Technology’s early success, as HP’s new CEO in July 1999. Later that year, Carly announced that “The company of Bill Hewlett and Dave Packard is being reinvented. The original start-up will act like one again.” cart_14399_ch07.qxd 10/19/04 12:20 PM Page 182 [...]... collaboration and alignment Working from a shared view of “value” Using conversation technology to gain alignment to purpose and rapidly raise and resolve issues 183 184 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE 2 Executing with accountability Using rapid decision process to make effective and efficient decisions Designing accountability for actions Learning and adjusting Given the... sessions The senior advisors believed that intact team participation was the best, because it institutionalized a new way of operating in a team, but limiting Dynamic Leadership to intact teams was a slower and more expensive way to build these skills and accelerate reinvention of the organization Reinventing HP was all about increasing the velocity of change and decreasing time to valuable action Moreover,... be full-time and dedicated • Six Sigma resources must be business leaders not statisticians 2 05 206 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE • Never overstate Six Sigma benefits; math wins every time • Six Sigma serves the business—the business does not serve Six Sigma In order for Engines, Systems, and Services to get to a place where Six Sigma was serving the business, several... Figure 8.2 Business Y Model Y1 Y2 Y3 Y4 Y5 207 208 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE output, you can drive an improvement in the output by focusing on the most critical inputs The executive team agreed on a half dozen Business Ys that would be the focus for the Six Sigma organization One of the many benefits in selecting a handful of focus areas such as the Business Ys is... Then on five occassions following the program, participants were asked to update their progress, share insights with others, and continue their learning 191 192 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 7.2 Distribution of Follow-Through Objectives in Dynamic Leadership Programs Better alignment 35% Authentic conversation 23% Learn and adjust 5% Issue resolution 13% More... 201 202 The Vision Figure 8.2: Business Y Model Figure 8.3: Project Selection Model Selecting Talent 2 05 207 209 209 CHANGING THE DNA AT ALL LEVELS 210 Exhibit 8.1: Changing the DNA at All Levels ABOUT THE CONTRIBUTORS 211 212 1 95 196 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE OVERVIEW In the aggressive world of Fortune 50 0 firms there are certain associations that are assigned... losers Bringing Them into the Fold Now it was time to focus on bringing Six Sigma into the former Honeywell businesses and maximize productivity across the combined bigger and better Honeywell Aerospace business It was very evident within six months of the merger combination that former Honeywell and former AlliedSignal had a lot to offer in terms of their experience in deploying successful initiatives... BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE were in place Why was it then that the recipe was not generating the desired outcome: an unquenchable drive for continuous improvement and a demonstrated capability to sustain the improvement gains? As you probably have experienced in your own attempts at cooking, there is typically no margin for error If you leave out even one key ingredient,... trained together with the line managers in in-person train-the-trainer sessions Training was reinforced and ideas for continuous improvement shared through ongoing virtual (simultaneous Internet and telephone) conferences Whenever possible, new facilitators were paired with experienced ones for their first few sessions Outside the United States, local bilingual facilitators were recruited and trained... 194 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE ABOUT THE CONTRIBUTORS Susan Burnett leads workforce development for Hewlett-Packard The organization s mission is to develop the most competitive and committed workforce in the world as determined by its customers Most recently, she served as HewlettPackard’s director of enterprise workforce development, the first integrated training . trained together with the line managers in in-person train-the-trainer sessions. Training was reinforced and ideas for continuous improvement shared through ongoing virtual (simultaneous Internet. of HP by helping managers excel in an accelerating pace of change. More than 8,000 managers were trained in the first year. The return on investment was out- standing and generated savings and new. Page 1 75 176 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 6.3. Executive Leadership Development Symposium: Additional Personal Challenges Reflect upon the following questions