| Executive Development and Succession Planning |
| 360 Surveys and The Task Cycle® Theory |
| Every company wants to be an "Employer of Choice" - repectful of employees, renowned with customers, ahead of competition. That requires the ability to develop managers and leaders that can fully engage their teams, motivate and inspire those teams, keep them focused and resilient, rewarded and acknowledged. Many managers and executives have mastered the technical aspects of their jobs, but not these interpersonal and social factors. These are skills that must be taught, nurtured, and brought into balance with technical and operational abilities The Wenroth Group’s 360-degree (multi-rater) surveys are powerful tools to help build these skills on a consistent and reliable basis. When used properly, they give direction on how executives can improve their impact with their direct reports, their peers, and their manager. When coupled with The Wenroth Group’s feedback and coaching process, they can facilitate building sustainable personal and professional growth. In turn, fully engaged leaders create vibrant businesses with committed employees and satisfied customers. |
| Building tomorrow’s leaders means identifying and developing your Talent Bench. Companies tend to think of their internal talent in three levels: First String – These are your key players. They are the people you cannot lose. They are usually already in key leadership positions and participants in leadership development initiatives. Second String – These are the back-up players - next in line. They are the people you don’t want to lose. They are typically already identified as high potentials and they are often in key leadership positions. Talent Bench – These are your future 1st and 2nd string players. This group is usually the most actively targeted by recruiters and competitors. This group is also most commonly targeted for succession planning programs so as to identify the high potentials and subsequently develop and retain them before the competition gets them. |
| Building tomorrow’s leaders means identifying and developing your Talent Bench. Companies tend to think of their internal talent in three levels: First String – These are your key players. They are the people you cannot lose. They are usually already in key leadership positions and participants in leadership development initiatives. Second String – These are the back-up players - next in line. They are the people you don’t want to lose. They are typically already identified as high potentials and they are often in key leadership positions. Talent Bench – These are your future 1st and 2nd string players. This group is usually the most actively targeted by recruiters and competitors. This group is also most commonly targeted for succession planning programs so as to identify the high potentials and subsequently develop and retain them before the competition gets them. |
| Executive Development Outcomes Very often, companies focus their training dollars on their First String. While this is mission critical, we see the task of executive development as: developing those Second String Players and identifying and training your BenchStrength before they leave for other career opportunities. |
| The Process Providing the training and development needed as people move into executive ranks must be both individualized and systematic, combining customization with scalability. The Wenroth Group offers 360 feedback surveys for development in five areas of organizational life: Leadership & Executives, Managers, Supervisors & Coaches; Individual Contributors; Teams; and Sales Professionals & Consultants. We use the 16 role-specific surveys from the Clark Wilson Group, which are validated by 30 years of statistical research with organizations of all types, sizes, and locations. The Clark Wilson Task Cycle® surveys are an excellent choice. | They are validated and identify skills that matter most in a role. They are reliable and identify observable behaviors, offering rater consistency and measurement reliability They identify behavioral skills (not fixed persoanlity traits) that can be taught, and that participants can improve through training They link skillfulness to team commitment, which research shows increases when the skills of team members and managers increase. They prioritize development needs, and participants can put first things first in their development efforts |
| The Task Cycle® Theory The Task Cycle® Theory follows a logical series of steps. Although specific tasks may differ for executive and management level roles, the sequence of these steps remains the same. Task Cycle® Surveys from the Clark Wilson Group were the first and today are the premier multi-rater feedback surveys. The well researched and established steps of the Task Cycle, used together and in sequence, lead to improved performance in all organizational roles. The surveys are available in both paper-and-pencil and online formats. |
| I For each task, you must start with a goal, otherwise you will wander with no direction; II to achieve your goal, you must have a plan; III to implement your plan, you need support from a variety of resources; IV to monitor your progress, you must obtain feedback; V if you then determine that your plan is off course, , you must exercise control and adjust the process; and VI once your goal is achieved, you must reinforce the efforts of all who contributed to your progress. |
| Each Task Cycle phase is broken down further into dimensions, or specific skills. They provide a participant with feedback from the people who are in a position to observe those skills, and identify: Acknowledged Strengths (those areas that you and others agree are strong) Soft Spots (those areas that you and others agree are weaker) Unrealized Strengths (those areas that others see as strengths, but that you might not be leveraging) Blind Spots (those areas that others see as weaker, and that could be potentially derailing if left unaddressed) |
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