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Leadership Development Committee

Women’s Leadership Forum Leadership Development Committee Presented By: Amy McGuinn-Godbey Susan M. Hinds. Leadership Development Committee. Purpose: To provide opportunities to develop and strengthen leadership skills in an inclusive environment. Key Activities.

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Leadership Development Committee

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  1. Women’s Leadership ForumLeadership Development CommitteePresented By: Amy McGuinn-GodbeySusan M. Hinds

  2. Leadership Development Committee Purpose: To provide opportunities to develop and strengthen leadership skills in an inclusive environment Key Activities Mentoring Program- Pilot on WLF Feb-April 04 • University Panel Discussions- Quarterly • Local (NKU, UC) • Regional (MSU, IU, PU) • National (Harvard, Chicago, Wharton, Babson) • External Speaking Engagements (NYC & FLA) Leadership Lunch & Learn Series Bi-Monthly LED: Up Close & Personal Series Bi-Monthly

  3. Diversity Business Case Exists… POINT TWO The demographics of the USA is changing dramatically & employers will struggle to find leaders POINT ONE It is essential the workforce look and think like the customer- in all ethnic, gender, racial, and behavioral aspects By 2040, an estimated 70% of American workers will be either women or members of what are now racial minorities!

  4. So What Does This Mean… • The demographics of the world are changing. In the near future, companies like Toyota will be challenged with finding leaders as the baby boomers retire & internal growth needs exceed pipeline talent. • The companies deemed successful in recruiting, go about diversity with an aggressive determination: • For Example; • Citibank CEO is cultivating female leaders-personal golf outing • Ford launched a program to expand it’s minority dealerships & donated $50 million to Women’s breast cancer foundation • Honda Campus All-Star Challenge rewards minority schools • Mercedes-Benz & Saks Fifth Avenue partnership (Nicole Kidman spokesperson) donate to women’s causes

  5. Business Needs are Changing with Technology: Shift to Knowledge Worker & Strategic Thinking Decision-Making Support Strategic Thinking Capability Actual Results Of Decision Human Capability Decision-Making & T/M Action Transparency Converted to Knowledge Converted to Information Toyota Today Raw Data Demands are Real-Time Time involved in Decision-Making Process

  6. What Is the Key Issue??? • As the North American market grows to fill in the holes, leadership talent, not technical skills will be crucial. Now is the time to develop that leadership talent. Toyota Business Need Knowledge Strategic Leadership Transaction Processing Data

  7. The Employee Dilemma is Growing!!! • According to research performed by the working council for Chief Financial Officers, a growing concern exists with the skills gap with employees. Transaction Oriented GAP Strategic Oriented

  8. Transaction Processing Control Oriented Role Technical Competence Analytical Decision Support Strategic Role Soft Skills Transform The Challenge is How to Transform? TRADITIONAL INNOVATIVE

  9. Managers Transformed to Leaders Utilizing Soft Skill Development Interviews by the Corporate Executive Board repeatedly emphasize the importance of “soft skill” development -Self-Awareness -Stress Mgmt. -Accountability -Integrity -Change Mgmt. -Motivation -Empathy -Service Oriented -Strategic Vision -Risk Mgmt. -Flexibility -Negotiations Soft Skills -Communication -Influencing -Conflict Mgmt. -Collaboration

  10. Leadership Development Committee has a plan!

  11. Part 1 Leadership Lunch & Learn Series

  12. Leadership Lunch & Learn Series A year long series that focuses on Leadership Challenges, both professional & personal, in the Automotive Industry Value Chain.

  13. Leadership Lunch & Learn Series • Biography • -Appointed CEO Tower Automotive in 8/03 • VP & Corporate Office of Ford Motor Co. 5 year tenure • VP of Strategy United Technologies 2 year tenure • General Motors at Delco 1979-1994 various positions • Bachelors of Liberal Arts IU • MBA from Wharton • Honorary Doctorate of Humane Letters from IU • Strong advocate of women’s leadership development • Founding member of Women’s Leadership forum Detroit • Executive Board member Automotive Women’s Assoc. CEO & President Tower Automotive

  14. Part 2 Lead Educate Develop TMMNA Leaders “Up Close & Personal Series

  15. Lead Educate Develop The Leadership, Educate, and Develop (LED) program will also be a year long series where team members can get up close and personal with the TMMNA Leadership Team. Our leaders will share real life challenges in a relaxed atmosphere as it relates to the Leadership Competency Model and a little about their personal life. This will also be profiled in the NA Today Newsletter

  16. Sam Heltman Senior Vice President - AdministrationToyota Motor Manufacturing North America, Inc. Sam Heltman is Senior Vice President of Administration at Toyota Motor Manufacturing North America, Inc. (TMMNA), located in Erlanger, Kentucky, near Cincinnati OH. TMMNA was created in 1996 to manage Toyota's manufacturing operations in North America. He is responsible for Human Resources, General Affairs and Information Systems. In addition, Mr. Heltman is Senior Vice President of Administration at Toyota Motor Manufacturing, Kentucky (TMMK). TMMK, in Georgetown, Kentucky, produces the Camry, Avalon and Sienna mini van. Mr. Heltman joined Toyota at the Georgetown Plant in 1986 as General Manager of Human Resources. Before he joined Toyota, Mr. Heltman worked at New Holland, Inc. for 19 years. He held numerous positions, including Vice President of Personnel, General Manager, Plant Manager and Industrial Engineer Manager. He also served as Personnel Manager, Personnel Administrator and Stamping Shop Foreman after he started his career as an Engineer at New Holland, Inc. Born in Lock Haven, PA, Mr. Heltman received his Bachelor's Degree in Industrial Engineering from Penn State University in 1967. He is married and has two children. • Lead • Educate • Develop Sam Heltman Biography Biography

  17. Leadership Competency Model Focus on Soft Skills Develops Future Leaders

  18. Acting Strategically & with Vision Creating and communicating a compelling vision of the future, and translating it into clear strategies and specific priorities

  19. Driving Results - Orientation &Performance Setting and pursuing aggressive goals, demonstrating a strong commitment to organizational success, and marshalling resources to accomplish projects.

  20. Exemplifying Customer Service Focusing on the customer as the first priority, striving to meet and exceed expectations and requirements of internal and external customers, and doing what is best for all stakeholders.

  21. Collaborating and Influencing Persuading other people to accept a point of view, adopt a specific agenda, or take a course of action through building consensus and cooperation across various stakeholders.

  22. Developing People Fostering the learning and development of other people with the appropriate level of needs analysis, coaching and other support. Keyword is “engagement” which is mandatory for the employees growth.

  23. Leading Change Management / Adaptability Maintaining effectiveness in a new and changing environment; seeking new challenges, learning opportunities , and feedback to gain insight from experiences.

  24. Building Teams Leading a team by taking action to increase motivation across the group; understanding the role and interrelationships of all partners.

  25. Supporting Trust & Accountability Maintaining high standards of personal integrity, credibility, and consistency; following through on commitment and maintaining direct and truthful communication.

  26. Managing Risk Measuring,controlling, and hedging risk to translate risk into business and organizational objectives.

  27. Team Member Development Model Performance Management How am I doing in my current job and what do I need to do to accomplish objectives? Professional Development How do I get to the next level in my job? Linked Career Development How do I strengthen my skills and build my experience to position me for the future?

  28. Education Special Projects On the Job Opportunity Mentoring Performance Gap Assessment & Development PROFESSIONAL & CAREER DEVELOPMENT Current Gap Assessment Self-Trust is the first secret of success ….Ralph Waldo Emerson

  29. The Competition Says… “The core principle at Honda is respect for each individual, the value of each human being and his or her contribution . We are not a monolith. No one train of thought is sufficient. A diverse workforce is stronger because it helps us to be more understanding of society in general and of the customer in particular. Diversity is a competitive advantage.” Wendell Bugg, Manager Corporate Affairs Honda America ****WARNING**** The Industry Will be Competing for the Best & Brightest Human Capital is an Investment

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