On June 26 from 10:00am to 11:00am (New York time) will we hold a mini-forum call on “Practices of Top Companies for Leaders.”  The Top Companies for Leaders study is the most comprehensive longitudinal study of talent management and leadership practices around the globe.  The first results, published in 2002, showed a link between financial success and great leadership practices; several “truths” or disciplines characterized Top Companies. The study was conducted again in 2003, 2005, and 2007, and this research provided the foundation for our more comprehensive 2009 global study.  This year, 470 companies participated, each completing a detailed questionnaire.  From those submissions, finalists were identified and hundreds of interviews were conducted with senior executives.  From our research we are able to compare the talent management practices of the best companies around the globe on literally hundreds of data points.  In our analysis, we found the gaps between the Top Companies and all others are often quite dramatic.

We know a lot about what goes on inside great companies when it comes to leadership and talent.

We know Top Companies significantly outperform companies in their industries.  We know their practices and programs have a clear business purpose.  They are not particularly sophisticated or elegant nor are they put in place just because they are a “best practice.”  Top Companies use simple ideas, and then execute them well.

Their leaders fundamentally believe talent is key to sustained business results, and they model the behavior they expect of others.  Top Companies are very focused around defining leadership and high-potential, critical talent; what is expected of them; and how they accelerate the development of that talent. They use leadership as a strategic lever.  As they alter strategic direction or priorities, they aggressively change expectationsfor leaders and develop needed skills and capabilities.  We know how they use talent and leadership to grow in emerging markets.  They use strong metrics to guide what they do and how they do it, and to better understand risk and vulnerabilities.

We know a lot about Top Companies for Leaders.  The question is: How do they get there? 

QUESTIONS FOR THIS CALL

In this call, we will discuss a couple of key questions.  Participants should be prepared to discuss the following set of questions:

1. What do you think matters most in developing leaders at your company?  What is the single most important ‘thing’ or intervention that makes the difference?

2. If you were advising another company to build or create what you have or what Top Companies have, where would you advise them to start?

3. What is your most important learning from your work in developing talent/leaders?

PARTICIPANTS:

Each RBL Institute member company is allowed to register ONE person to participate in this call.  Ideal participants include: senior HR leaders, HR functional experts, and Leadership and Talent directors.  The participant should come prepared to share their point of view on the questions.

*Institute Members only. Contact Ginger Bitter for more information.