This preview shows page 1. Sign up to view the full content.
Unformatted text preview: et.
The new talent center, which operates alongside the HR
function, has several unique characteristics. Through
funding and staﬃng mechanisms that smooth the impact
of talent movements on business units, it avoids the usual
conﬂict with business unit leaders, who don’t want to lose
their best people to grooming and transfer, and who have
no incentive to underwrite talent development.
Training sessions and coaching will increase development
opportunities for high-potential talent, as well as increase
the ﬂow of talent through to managers at all levels. As a
result, Sanoﬁ-aventis is far more conﬁdent about overcoming the unique HR challenges of the Chinese market. T B C G • W F P M A Components of Effective Leadership
Our interviews and experience suggest that the most effective approach to leadership development contains a
blend of training sessions, frequent conversations, coaching, and hands-on experience. In each activity, the survey
ﬁndings suggest that companies should devote more time
to people development and eﬀective decision-making. Highperforming companies rank their capabilities in those
two skills much higher than do low performers.
The most common leadership-development initiatives—
technical and functional training, regular development con- versations and plans, and on-the-job projects—were each
undertaken in nearly half of the companies surveyed.
Technical and functional training, along with on-the-job
projects, were deemed the most eﬀective in developing
leadership skills. (For a conceptual guide to leadership
training content, see the sidebar “Navigating with a Leadership Compass.”)
On the other hand, regular development conversations
and plans were not considered very eﬀective, in part because they are too infrequent and disconnected from
other initiatives. (See Exhibit 8.) At many companies, a
manager or even an executive might have just one conversation with his or her supervisor each year, to review Navigating with a Leadership Compass
Young, promising employees need focused training and
other measures to help them step into leadership roles. It’s
essential to have a leadership “compass” that helps the
next generation of leaders develop the right set of skills for
navigating a volatile, interconnected, and complex world.1
In a recent study, BCG interviews with nearly 30 senior HR
executives around the world revealed that four capabilities—the four points of the compass—will diﬀerentiate
the most successful leaders in the coming years:
◊ Navigate. Leaders will need to combine analytical skills
with an ability to interpret mixed signals in order to
make decisions in uncertain situations.
◊ Empathize. Leaders must respect and understand diverse perspectives and build networks of people outside
their organization. Empathy with people at all levels
and with diﬀerent perspectives can be quite valuable
when entering new regions or market segments.
◊ Self-correct. Leaders wil...
View Full Document
This document was uploaded on 09/30/2013.
- Fall '13