Karol M. Wasylyshyn,Psy.D.(WA-SA-LISH-IN)February 23, 2018Atlantic Beach, FL
SPIM 2018Navigating Leadership and Organizational Transitions
THE“STORY”
THE BEGINNING:Client Company Facts
100y.o. ROHM and HAAS COMPANY, purchased by DOW in 2008$10bilglobal manufacturerof chemical and electronicsmaterialsAttime of DOW acquisition, Total Share Return (TSR) was 17.3% compared to S&P 500 of -4.8%.Closing price of $79.40 per share represented a 30% premium above company’s all-time high of $62 per share (July 2007)
THE END:Post-acquisition Results
17 CEO’s22 Other C-level Roles
THE MIDDLE:Primary Objective
To developnext generation of top businessand functional leaders– bolder, moreglobally-minded, market-facing,strategic and focusedon acceleratingbusiness growth.
EXECUTIVE DEVELOPMENT INITIATIVELeadership 2000
CEO-sponsored70- participants20 years(1998 – 2008)
INTENTION UNDERLYING PRIMARY OBJECTIVE:
An interdisciplinary partnership—business, HR andpsychology:“We need to go inside-out. We need to assess the whole person, not just one’s profile of leadership competencies. We need toestablish trustingrelationships with theseleaders.Theyneed tounderstandwhat influences theirbehavior.Their accurate self-awareness is essential for continued learning and personal growth. Continued learning and personal growth are essential for our development of world-classleaders.”Mark X. FeckChief Human Resources Officer and EVPRohm and Haas Company
PRINCIPLES OF THIS EXECUTIVE DEVELOPMENT:
An interdisciplinary partnership—business, HR andpsychology:“We need to goinside-out(INSIGHT).We need to assess the whole person,not just one’s profile of leadershipcompetencies(META COGNITIVE THINKING).Weneed toestablishtrusting relationships(LIVING CONTAINMENT)withtheseleaders.Theyneed tounderstandwhatinfluences theirbehavior(EMOTIONAL MATURITY).Theiraccurate self-awareness(OBSERVING EGO)is essentialforcontinued learning and personal growth.Continuedlearning andpersonalgrowth(INTEGRATION OF THE WHAT AND THE HOW)are essential for our development ofworld-classleaders(COMPETITIVE ADVANTAGE ).”Mark X. FeckChief Human Resources Officer and EVPRohm and Haas Company
THEEXECUTIVE DEVELOPMENTPROCESS:Leadership 2000 Leadership3000*2 Phases:
Phase I
* 1-year process renamed LEADERSHIP 3000 in year 2000
Leadership 2000 / 3000Phase II
EQUAL EMPHASIS ONTheWhatand theHow
THE MIDDLE,CONT.
What :LEADERSHIP COMPETENCIES
I.OUTSIDE-IN-PERSPECTIVEMarket-Aware& Customer-DrivenStrategic FocusGlobalPerspectiveII.SPEED TO MARKETBiasfor ActionAdaptive toChangeCreative Problem-solvingIII.PURSUIT OF PROFITABLE GROWTHBusiness AcumenPersuasion and InfluenceSafety PerformancePeople and Performance Management
How:ESSENTIALLEADERSHIP BEHAVIORS
Courageous LeadershipEmotional Fortitude (EQ)Enterprise-ThinkingPragmatic OptimismSteel Trap AccountabilityTruth-Telling
FOUR GUIDING PRINCIPLES
Trust grounded indata confidentialityThe value of psychological insightThe conveyance of executive wisdomHOLISTIC development model
THE SPOUSAL MODEL
OptionalparticipationConfidential exploration/problem-solving“executive couple” issuesProcess – data-gathering, feedback, action-planning
MOST FREQUENT STRENGTHS
Bias for ActionCreative ThinkingBusiness Acumen
MOST FREQUENT DEVELOPMENT AREAS
Emotional FortitudePersuasion and InfluenceDeveloping PeopleCourageous Leadership
KEY PRACTICECONSIDERATIONS:
Commitment to one program/one external partner (20 years)Steady set of leader competencies and behaviorsPositioning L 2000 as a “pilot”Intensity of CEO/CHRO/Consultant partnership - fierce truth-tellingMeaningful follow-upOngoing relationships
KEY BUSINESS EFFECTS
FromtheCEO:“…Leadership 3000 resulted in the development of a highly diverse group of global leaders and ensured a smooth leadership transition at the CEO level.Further, it helped deepen the self-confidence and preparedness of key business leaders who drove two of the company’s boldest initiatives: 1) creation of the Electronic Materials business and 2) its expansion into Asia.”
THE END:
THE END,CONT.
From Egon-Zender:“BestCEO University”
From the 70 participants:Accelerated preparedness17CEOs22otherC-levelroles
THE END,CONT.
Fromtheconsultant:Value of role shift from coach totrusted leadership advisor(TLA)
THE END,CONT.
??????????????????????????Q & A??????????????????????????
Karol M. Wasylyshyn,Psy.D.(WA-SA-LISH-IN)Email:kwasylyshyn@erols.comPhone: 1 215 627 0855Website:karolwasylyshyn.com
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