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What Good Leadership Looks Like in the Digital Age?
Monday, August 19, 2019
How assessments help people realize their potential and companies understand their people.
Today many organizations are struggling with finding, assessing and developing the right leaders that can help their organization transform to the digital era and get people along during times of change. At the same time, we are seeing a significant shift in HR technology which focuses on driving efficiencies and streamlining processes, to data and insights which enable us to predict leadership potential and deliver a better employee experience throughout an individual's career journey.
A good leader today is different than a good leader in the past. In fact, almost 9 out of 10 HR personnel do not believe they have the leadership talent to drive success in today’s emerging digital era. Leaders of every sized-company and sector need to lead differently and uniquely to capture opportunity and stay relevant. Hence Right Management, ManpowerGroup’s career development experts, developed the P3 Leader Model – focused on people, purpose and performance – designed to identify and develop the leaders needed in today’s fast-changing world of work.
The P3 Leader Model assesses four key “inherent” enablers: drive, adaptability, brightness, and endurance. Leaders must exhibit some degree of each of these enablers in order to lead through a VUCA environment. The assessment also identifies three capability areas that is coachable, including the leader’s ability to accelerate performance, dare to lead and unleash talent. Each capability area maps to several competencies that the leader can develop. Leveraging the P3 suite of assessments, organizations gain insights into leader behavior and construct a personalized development plan.
Right Management has used this model worldwide. We partnered with TomTom, one of the world’s premier developers & creators of navigation technology and consumer electronics providers, to assess their leaders as part of their digital transformation. In six months, 750 managers were assessed for their leadership potential in 35 different countries. TomTom’s investment to identify the right people is what helped them move to and through their digital transformation.
Moving from hiring and developing leaders on gut instinct to a data-driven analysis of potential helps identify and develop more diverse leaders. Evidence shows people are more likely to hire people like themselves. Professionally-designed interviews supported by well-designed assessments decrease bias while increasing the quality of the hire, better predicting potential and finding more diverse leaders. And that can only be a good thing for companies and for individuals.
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