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LatAm

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• To grow future leaders who will eventually work at a senior level (at country or global level)

• Have a succession plan and pipeline of individuals for senior roles in the emerging markets (ie Operations Director, Commercial Director, Country Managers)

• To create regionally mobile workforce able to lead KWP in its next stage of growth and performance

Why Rising Leaders – what’s the value?

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What the Rising Leaders programme is• A 3 year accelerated development programme for Latam and Asia (& India) to launch in

2012

• For our top middle management

• To have people ready for senior regional roles in 2-3 years

• Linked to Kantar talent review process - participants selected by the business

• Learning & development aligned to 70/20/10 principle – 70 on the job / 20 coaching / 10 training

• Learning process - 6 workshops, a mentor, project work, one to ones with MD

• Long Term Incentive Plan to be paid at the end of the programme

• Top talent from diverse cultures and countries to ensure a consistent level of expertise

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Programme Overview

Dominate Expand Connect

Individual strengths &

development areas

Regional strategy &

competency gaps

The programme will be shaped around 3 key elements:

2. The Regional Strategy- Looking to where the region wants to be and identifying the learning gaps to bridge

1. The Global Strategy- Core elements to drive consistent global learning

3. Rising Leaders- Building and shaping the programme outcomes to stretch and bridge development needs

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Key measures of successArea Metrics

Global People Increased leadership capability,Feedback from the programme,Succession

Regional People Turnover, TRiM, appraisal completion, succession plan for team, personal network,

Client CSS, client feedback, Trusted Advisor shift

Revenue Targets, exposure to accounts & projects, performance shift

Personal Kantar 360, feedback from manager (& mentor), competence shift, level of influence

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Who’s involvedWho Activity

Regional board Mentoring Ongoing CoachingWorkshop support - Attendance / sponsorship of one of core training programmesBoard activity (assessment & recommendations of projects)

Line Manager CoachingAllow space for learningAllow space for implementationPre training meetingsPost training meetingsOn the job support

You Attend 6 training workshops over 2 yearsPre and post learningMentee activitiesProject workRecommendationsNetwork building

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The Learning Process – Yr 1

• Launch & leadership• People & Organisation• Project 1 – employee

engagement

Module 1October 2012

• Mentor / mentee matching• Meeting 1• Ongoing

Mentor kick offNovember 2012 • Growing & Winning

Business• Project 2

Module 2March 2013

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5. The Learning Process – Yr 2

• Commercial Acumen

• Project 3

Module 3July 2013

• Working Across Cultures

• Project 4

Module 4October 2013

• Business Strategy• Project 5

Module 5 February 2014

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The Learning Process – Yr 3

• Your module• 6-12 month project

Module 6June 2014

• Recommendations

Board update2014

• Transition

Next steps October 2014

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The Learning Process mechanicsEducation

- Workshops- Self directed- eLearning

Exposure

- Mentoring - Coaching

Experience

- Projects- Linked to learning work- Exec sponsorship- Network- On the Job

10%20%70%

Agenda

Leaders Require Leadership

• “Leadership, the art of getting someone else to do something you want done, because he

wants to do it” Dwight E Eisenhower

“There is no future in any job, the future lies with the job holder” George Crane

• Therefore engaging people is critical!

Engaging Employees

• Clarity on your definition of success • Communicate why and how their work is

important• Demonstrate your own trust and empathy• Creating the right environment to leverage

strength and contribution

Building Your Network

Name

• WHO THEY ARE? • WHAT HELP I

NEED? • HOW WILL I

CONNECT?

Name

Name

YOU

Measuring Success

• WHAT CAN YOU DO TO IMPROVE RETENTION?

LABOUR TURNOVER

• WHAT ARE YOUR TRIM SCORES AND WHERE ARE THE OPPORTUNITIES TO IMPROVE?

TRIM

• WHO ARE YOU DEVELOPING FOR THE FUTURE OR FOR YOUR• ROLE?

TEAM SUCCESSION PLAN

• WHERE ARE YOUR TEAM’S ENGAGEMENT GAPS?

ENGAGEMENT SURVEY

CSS

A Balanced Approach

Financial

Personal

Customer

People

Innovation

Why Should Anyone Be Led by You?

The 4 Pillars

• HOW WILL YOU MAKE THE WORK OF OTHERS MEANINGFUL?

• WHAT WILL COMPEL OTHERS TO HIGHER LEVELS OF PERFORMANCE

• HOW CAN DO YOU SHOW UP AS A LEADER?

• HOW WILL DO YOU DEVELOP A SENSE OF BELONGING?

COMMUNITY AUTHENTICITY

SIGNIFICANCEEXCITEMENT

Followers have a deeply-rooted desire to

belong, to feel part of something bigger. They

need relationships with others and not just the

leader. Leaders can meet this need by helping

people connect to others as well as to the

overall purpose of the organisation.

COMMUNITY

Building a team identity that is inclusive.

Balancing the need for a strong team identity with the need to be connected to the rest of the organisation.

Building the team by leveraging individual’s unique strengths

Helping others establish relationships with those outside the immediate team.

Taking actions to ensure that the people you lead know they are valued members of the team.

Helping people find ways to connect with others.

Creating practices that bring team members together.

Embracing new team members so that they feel welcomed.

Community

AUTHENTICITY

Followers want leaders to show who they are

beyond job role – to reveal their real human

qualities and beliefs. Leaders can meet this need by

sharing insights about themselves including

personal success and failure.

Revealing insights intoyour personalshortcomings.

Demonstrating to othersthat you are trustworthy.

Letting yourself be knownon a personal level beyondtitle or role.

Letting your teammembers know what isunique about you.

Demonstrating awareness of how others perceive you

Acting consistently with your stated values.

Asking more of yourself than you would ask of others.

Conveying a consistent underlying message of who you are.

Authenticity

SIGNIFICANCE

Followers need to feel like they matter, that their

efforts are worthwhile and meaningful. They need a

constant reminder of their importance and recognition

for their contributions.

1. Recognising others’ contributions toward achieving the agreed goals.

2. Providing personal feedback that helps each team member leverage his or her own talents.

3. Involving others by always seeking their input.

4. Linking the team’s contributions to the organisation’s success.

Demonstrating how others play a vital role in the team’s success.

Helping individuals see how their work connects to the organisation's overall goals.

Significance

EXCITEMENT

Followers need to feed off of the energy,

enthusiasm and passion of their leader in

order to deliver extra effort and exceptional

performance. Leaders can meet this need

through their passionate commitment to

their personal values and their vision.

Conveying a passion that energises others.

Displaying an intensity that motivates others to higher levels of achievement.

Exemplifying expertknowledge of the business/industry.

Inspiring others to begreat team contributors.

Using celebrations tounderscore keyaccomplishments.

Demonstrating a sense ofurgency to achieve results.

Creating an environment thatpromotes innovation.

Convincingly communicatingyour vision of the project toyour stakeholders.

Excitement

Authentic Leadership

• Content• Clarity of purpose• Meaning – benefits/consequences• Why do you care?

• Character• Who you are?• Strengths you will leverage• Shortcomings & vulnerabilities you can declare

• Communication - Demonstrate Empathy by:• Anticipating and acknowledging differences• Offering gratitude to those who have made you

successful

Content

• Clarity of purpose• Being able to clearly communicate the intent of

your work including outcomes

• Meaning• Translating your message so that others can see

the benefits of action or consequences of inaction• Being able to describe your personal motivation

to achieve your goals and answering the question – “ Why do you care?”

Your Character

• Who you are?• Being able to answer the question, who are you

and what do you want requires a great level of self awareness

• Strengths you will leverage• When the moment demands it, being able to sell

your strengths to the team in a way that reinforces your credibility

• Shortcomings & vulnerabilities you can declare

Communicating

• Demonstrate Empathy by:• Anticipating and acknowledging differences• Offering gratitude to those who have made you successful