Insights and AHAs from CEOs and Senior Leaders on How to Best Determine Leadership Potential
We have a leadership crisis. Not only is there a leader shortage, but we also too often place the wrong people into leadership roles and consequently create major disruption for business and people. There is a tremendous amount of variation in how people determine leadership potential (Janson, 2020) and many leaders are poor at identifying and selecting high potential employees. PwC’s 20thAnnual Global CEO Survey indicated 77% of CEOs identify this topic as a top priority (Steffens et al., 2018). This session will provide insights and practical information from two 2021 global studies on what C-suite leaders and CEOs think about and do relating to determining leadership potential (DLP). One study included 566 participants with 85% from the U.S. and 15% from other countries. Another study included 51 CEOs from six countries. The particular focus in each study was what tools and criteria leaders use to assess leadership potential and their thoughts about leadership potential overall. The studies were conducted against the backdrop of the conceptual framework, the Leadership Blueprint (LP). The LP has a heavy focus on using intelligence, motivation, personality, and learning agility (IMPL).
Learning Objectives:
- Engage in interactive activities to understand how CEOs determine leadership potential.
- Gain practical strategies for assessing leadership potential.
- Learn ways to mitigate unconscious bias when assessing leadership potential.
Melody Rawlings
Dr. Melody Rawlings is Director of the Center for the Advancement of Virtual Organizations, Lead Faculty for Managing Virtual Organizations specialization, and doctoral chair at Northcentral University. She holds a bachelor’s degree in Business Education, an MS in Technology specializing in business management, and a doctorate in leadership. Melody has led remote teams for 10+ years, developed partnerships between corporations and higher ed, and managed her own businesses. She has authored peer-reviewed publications and presented internationally on business topics such as leadership development, emotional intelligence, ethics, and conflict management. Melody has taught internationally in Europe and Asia.
Kimberly Janson
Kimberly Janson, PhD, is the CEO of Janson Associates, a firm dedicated to “unleashing people’s potential globally”. As a former senior executive at Bank of Boston, Bank of America, Hasbro, and H. J. Heinz, Kim is a 25+ year talent and organizational development expert working in 40+ countries, with 300+ companies. She has been named a Top 10 Thought Leader and Top 10 Executive Coach in 2020. Working with C-suite leaders, teams, businesses, and individuals, Kim enables individual and organizational change to achieve stellar business results. Kim is the author of Demystifying Talent Management and co-author of Determining Leadership Potential.