| EXECUTIVE LEADERSHIP COACHING |
| Know Thyself (Socrates 469-399 BCE) |
| The original advice offered by Socrates has been confirmed by recent research which shows that successful leaders are distinguished by their self-insight, the drive to seek feedback from others and the determination to act on this feedback. To be a great leader takes the courage to look inside yourself and the dedication to learn the art of leadership. |
| The Leadership Model |
| Scientific research by the Center for Creative Leadership (ranked # 1 in the world for Leadership development by Business Week) and Lominger has established a model for leadership that has been shown to be universally applicable. The same researchers simultaneously identified the best means by which to learn how to become an effective business leader. The result is a highly acclaimed portfolio of proven tools and techniques that PenLion is certified to apply in its coaching process. |
| The Coaching Process |
The coaching process unfolds over a 6 month period and entails 6 intensive face to face sessions supported by comprehensive assessment and development material.
The process commences by establishing the current leadership profile of the client using a comprehensive online 360 appraisal before targeting areas for development, establishing a comprehensive practical development plan linked directly to the workplace and ending with coaching sessions that oversee its initial implementation.
The power of the process lies in the detailed targeting of the development need and the comprehensive, focused, multi-faceted development plan both of which incorporate well researched and proven material.
The plan is founded appropriately on a suite of 16 context specific development plans that may be customised to the client’s needs with the learning driven by the four most powerful modes of learning applicable to the circumstances.
Along the way we explore the client’s propensity for agile learning which has been shown to correlate with leadership advancement and we address any career Stallers or Stoppers which have been surfaced in the assessment. |
| The Coach |
The Managing Director of PenLion, Mike Lewis, has considerable experience in the development of executive and high potential talent. He retired as the Director, Human Resources Development at the Standard Bank where he worked with the Chief Executive and his senior team on leadership and talent management strategies. He has since held the position of Programme Director on executive development programmes run by GIBS and Henley Business School.
Mike was also the founding Chairman of the BANKSETA, a member of the BSA Committee on Education & Training, a Council member of the Institute of Bankers and a Fellow of the Institute of Bankers. He has an MA (cum laude) from Rhodes University and an MBL (cum laude) from UNISA.
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| HIGH POTENTIAL ASSESSMENT |
| The Need for High Potential Talent |
| Successful businesses manage their talent as a strategic initiative that is interwoven with their business intent. This talent comes in different forms which may be categorised as High Potential or High Professional. High Potentials (HIPOs) are those with the potential to move up the hierarchy and into the key senior positions in the organisation. They are absolutely vital to the profitable longevity of the business. It is they who will create the future. The High Professionals (HIPROs) are those who man the “engine room”, who provide the “grunt” that propels the business forward. They are experts who know the business of the business. The key is to correctly differentiate between the two so as to deploy them appropriately in the organisation. |
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High Potentials |
| HIPOs are typically 25 year olds who can advance to the executive suite by the age of 45 years. Their journey to the executive ranks is swift with the requisite experience being drawn from just 5-6 jobs given an optimal tenure of 3 years in each job. Research shows that 50% simply do not make it as they are de-railed along the way. It is absolutely vital, therefore, that the HIPOs are identified early and developed methodically. |
| Indentifying High Potentials |
| The identification of HIPOs is strewn with mis-conceptions and many companies categorise people as HIPOs only to find that they are not HIPOs; invariably when it is too late. The first key to success then is to employ the correct assessment technology to make sure you are investing in true HIPOs.
A common mistake that companies make in this regard is to believe that high IQ equates to high potential. Research shows that raw IQ is not strongly related to executive potential.
The key predictor of potential is Learning Agility. This term coined by Lominger refers to learning new skills under first time conditions for the learner. HIPOs are simply ambitious people who have the passion to continuously learn new things. The Lominger research reveals that people high in Learning Agility do 4 things very well; |
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They are critical thinkers who examine problems carefully and make new connections. |
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They know themselves and are well able to handle tough situations deftly. |
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They like to experiment and can deal with the discomfort that surrounds change. |
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They deliver results in first-time situations through team building and personal drive. |
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| The comprehensive research by Lominger has resulted in an assessment technology that identifies the real HIPOs. This technology is practical and may be used by line managers as much as Human Resources professionals. It does not employ any psychometric testing. |
| The PenLion Service |
| PenLion is certified in the use of the Lominger assessment technology for High Potentials. We offer a service to clients that serves to identify their HIPO talent and then to integrate their development with the client’s business plans. |
| More info - (PDF Version 189kb) |
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| EXECUTIVE DEVELOPMENT |
Leadership is like any fine art–the concepts are learned in a moment, but their application is a lifelong challenge.
PenLion works with its partners in designing and delivering programmes for the development of local and international executives. |
| EXECUTIVE DEVELOPMENT CONSORTIA |
A new trend in executive development
World class companies are setting a new trend in executive development by forming their own customised consortium programmes. In doing so, they are free to choose their consortium partners and benefit greatly from shaping the content of their programme to suit their own specific needs. Leading companies from different continents such as Boeing (USA), Rio Tinto (UK), Tata (India), Standard Bank (South Africa), ABB (Switzerland), L’Oreal (France), and BHPBilliton (Australia) have all participated in consortia programmes over the recent past. The benefits of consortia programmes are considerable not the least of which is that they provide a gold standard benchmark for executives around the globe and enable these executives to develop a strong sense of confidence when they measure up to the mark, never mind the business lessons learned and global “street smarts” developed.
PenLion offers bespoke executive development consortia design and management. |
| Bespoke Executive Development Programmes |
| PenLion designs and delivers custom programmes that meet specific client needs. |
Recent programmes have included:
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Our World Working
Our World Working is run for Henley Business School in the UK. It is a unique and highly innovative experiential programme aimed at executive leaders who wish to explore Sustainable Development issues within the Emerging economies with the aim of better understanding the business opportunities contained therein and what it means to lead in the modern business context.
More info... (click here) |
Novare Executive Development
A highly acclaimed programme designed and delivered for a class of Swedish female executives. |
Frontier Leadership Programme
Frontier Leadership is a unique executive development programme designed and delivered by PenLion in partnership with the Gordon Institute of Business Science (GIBS). It is an intensive 8 day programme for international executives that provides a unique African setting and perspective on the art of leadership. |
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| LEADERSHIP SIMULATIONS |
| Practical leadership development that truly makes the difference. The BTS portfolio of exciting multi-media scenario simulations develop critical skills that enable leaders to deliver outstanding results. |
Essentials of Business Leadership
The Essentials of Business Leadership simulation, course materials and modules enable new managers to establish team goals that align with the organization's strategy, delegate team responsibility appropriately, motivate teams to achieve goals with maximum productivity, and analyze team and individual performance to provide feedback effectively. |
Leading Strategy into Action
The Leading Strategy into Action simulation, course materials and modules encourage leaders to facilitate change to support the organization's strategy, reward employee behavior that supports the strategy, and resolve conflict caused by dependence on functions that are following a different lead strategy.
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Project Leadership
The Project Leadership simulation, course materials and modules teach the "people side" of project management. Critical skills addressed include stakeholder management, influence and team development. |
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DISCOVERY BASED LEARNING
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Research shows that adult learners learn best through discovery-based learning.
As Carl Roger, the noted Psychologist said,
“The only kind of learning which significantly influences behaviour is self-discovered learning". |
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Mentoring
Initiating, implementing and measuring a successful mentoring program |
