【文章內容簡介】 iteria Established? ? Original Research Compared and Contrasted Two Groups Current Superior Leaders Current Outstanding Leaders “Baseline” Competencies Both groups show “Distinguishing” Competencies Only outstanding show How were the External Benchmarks used? ? Compared both groups to petencies required to meet the future strategy and against the external benchmark population External benchmark of ‘world class’ leaders Current Superior Leaders “Baseline” Competencies “Distinguishing” Competencies Potential Vulnerabilities Even the best need to show more Current Outstanding Leaders What makes a worldclass leader of growth? Worldclass leaders of growth: ? Driven by bigger ambition and drive for step change ? Generate and encourage ?big? thinking ? Are highly ?street smart? and savvy ? Think and act over a longer term perspective ? Energise others for significant change ? Demonstrate a greater focus on individuals developing, empowering and holding them accountable ? Use highly effective influencing strategies to gain support: they know how to orchestrate the anisation colleagues, bosses, their teams How does Unilever measure up? ? Although the best of the Unilever sample demonstrates these behaviours and creates growth orientated climates, we are often still more ?controllers? than ?enablers? in our leadership style. ? We are good, but we know we can be better How is the LGP different? ? Directly related to our current business agenda Growth ? Externally benchmarked against the best ? One set of petencies for all levels ? Creates a focus on development of outstanding leaders at every level ? It is easily modified to support future new business goals As a result, LGP will replace the ?Effective Unilever Manager? petencies Achieves through integrity, teamwork and learning ? Self Confident Integrity ? Team Commitment ? Learning from Experience Possesses the intellectual power to determine direction Ensures that direction is market driven Delivers through people Acts decisively to improve performance ? Clarity of Purpose ? Practical Creativity ? Objective Analytical Power ? Market Orientation ? Leading Others ? Developing Others ? Influencing Others ? Entrepreneurial Drive Builds Commitment to Growth ? Strategic Influencing ? Team Co mitment ? Team Leadership Drives for Growth ? Seizing the Future ? Change Catalyst ? Developing Self amp。 Others ? Holding People Accountable ? Empowering Others Creates a Growth Visi n ? Passion for Growth ? Breakthrough Thinking ? Organisational Awareness Supply Chain What does it take to succeed? Leadership Growth Competencies LGP The Levels ? Four levels: – Foundational – Developing – Growth – World Class Example: Passion for Growth Are highly motivated to achieve their personal targets in order to contribute to the sustainable profitable growth of the business Are ambitious for excellence and constantly search for opportunities to improve the business Set challenging growth goals for themselves and others and put into place plans to achieve these Take significant entrepreneurial action and ask “what is possible?” to ensure growth opportunities are realised Foundation Level Developing Level Growth Level World Class Level LGP The Levels (continued…) ? Behaviours needed to demonstrate World Class are very stretching – This reflects our business targets – We can?t have significant growth without an incremental shift in behaviour But….. ? These behaviours are not beyond our capabilities – We need to make our people development a higher priority ? To help people assess their performance against the profile, target criteria have been established for each work level Passion for Growth Does this person DEMONSTRATE DRIVE BEYOND EXPECTATION TO DELIVER outstanding results? ? Measure p