HR LEADERSHIP

Sofia Evangelidou
President of GPMA – Branch of Northern Greece
Director of HR & Quality Management Dept. MISSIRIAN S.A.
TABLE OF CONTENTS
1. DEFINITION OF LEADERSHIP
2. LEADERSHIP VS MANAGEMENT
3. THE 5 LEVELS OF LEADERSHIP
4. FUTURE TRENDS IN LEADERSHIP
5. CEO PERSPECTIVES: HOW HR CAN TAKE A BIGGER ROLE IN DRIVING GROWTH?
6. BUILDING BETTER LEADERS
7. MANAGING NEW LEADERS
8. DEVELOPING NEW LEADERS
9. APPENDIX

HR LEADERSHIP Slide 2
1. DEFINITION OF LEADERSHIP

HR LEADERSHIP Slide 3
1. DEFINITION OF LEADERSHIP

HR LEADERSHIP Slide 4
2. LEADERSHIP vs MANAGEMENT

HR LEADERSHIP Slide 5
2. LEADERSHIP vs MANAGEMENT
Creating value
Leaders focus on creating
value
Circles of Influence
Leaders have followers
Leaders create circles of
influence
Leading people
Leadership refers to an
individual’s ability to
influence, motivate, and
enable others to contribute
toward organizational
success
vs Counting value
Only managers count value; some
even reduce value by disabling
those who add value
Circles of Power
vs
Managers have subordinates
Managers create circles of power
vs Managing work
Management consists of
controlling a group or a set of
entities to accomplish a goal
HR LEADERSHIP
Leading by example and leading by
enabling people are the hallmarks
of action-based leadership
The quickest way to figure out which of
the two you’re doing is to count the
number of people outside your
reporting hierarchy who come to you
for advice.
Influence and inspiration
separate leaders from
managers, not power and
control
Slide 6
3. THE FIVE LEVELS OF LEADERSHIP

HR LEADERSHIP Slide 7
3. THE FIVE LEVELS OF LEADERSHIP
Level 1: Position
It is the starting place for every level of leadership
You have a seat at the table and have been invited to be part of the “Leadership Game”

Positive Aspects
1. Is usually given to people because they have Leadership Potential
2. Means Authority is recognized
3. Is an Invitation to Grow as a Leader
4. Allows potential leaders to Shape and Define their Leadership

Negative Aspects
1. Having a leadership position is often Misleading
2. Leaders who rely on position to lead often Devalue People
3. Positional leaders feed on Politics
4. Positional leaders place Rights over Responsibilities
5. Positional Leadership is often Lonely

HR LEADERSHIP Slide 8
3. THE FIVE LEVELS OF LEADERSHIP
Level 2: Permission
It is an important development because followers give their supervisors permission to lead them
People change from being subordinates to followers for the first time, and that means there is movement!

Best Behaviors on Level 2

1. Connect with Yourself before trying to connect with Others
2. Develop a People-Oriented Leadership Style
3. Practice the Golden Rule: “Treat others as you want others to treat you’’
4. Become the Chief Encourager of your team
5. Strike a Balance between Care and Candor

HR LEADERSHIP Slide 9
3. THE FIVE LEVELS OF LEADERSHIP
Level 3: Production
It is where leadership really takes off and shifts into another Gear
Production qualifies and separates true leaders from people who merely occupy leadership positions
Thomas Watson, the founder of IBM, noted, “The outstanding leaders of every age are those who set up their
own quotas and constantly exceed them.”

The Laws of Leadership at the Production Level

1. The Law of Respect: People naturally Follow leaders Stronger than Themselves
2. The Law of Magnetism: Who You Are is Who You Attract
3. The Law of the Picture: People Do What People See
4. The Law of Victory: Leaders Find a Way for the Team to Win
5. The Law of the Big Mo: Momentum is a Leader’s Best Friend
6. The Law of Priorities: Leaders understand that Activity is not necessarily Accomplishment. Level 3 leaders do
the right things the right way at the right time for the right reasons
7. The Law of Sacrifice: A Leader Must Give Up to Go Up
8. The Law of Buy-In: People Buy into the Leader, then the Vision

HR LEADERSHIP Slide 10
3. THE FIVE LEVELS OF LEADERSHIP
Level 4: People Development
Creates elite organizations and leaders must transition from Producers to Developers
Leaders who have managed to move up to Level 4, they are leading higher than 90 % of all other leaders
Ken Blanchard said, “I think the most important and difficult thing is to create a culture in the organization
where leadership is really important’’

Bringing out the Best in the Team

They put only 20% of their focus on their personal productivity while putting 80% of it on developing and
leading others
Beliefs That Help a Leader Move Up to Level 5
1. The highest goal of Leadership is to Develop Leaders, not gain followers or do work
2. To develop leaders, you must create a Leadership Culture
3. Developing leaders is a Life Commitment, not a job commitment

HR LEADERSHIP Slide 11
3. THE FIVE LEVELS OF LEADERSHIP
Level 5: The Pinnacle
Fewer than 1% of all leaders achieve it

Guide to Being Your Best at Level 5

1. Remain Humble and Teachable
2. Maintain your Core Focus - Identify the core strength and write out a plan for making the most of it in the
coming years
3. Create the right Inner Circle to keep you grounded
4. Do What Only you Can Do
5. Create a Supercharged Leadership Development Environment
6. Create Room at the Top
7. Develop your Top Leaders. One-on-one mentoring
8. Plan your Succession
9. Plan your Legacy
10. Use your Leadership Success as a Platform for Something Greater

HR LEADERSHIP Slide 12
4. FUTURE TRENDS IN LEADERSHIP

HR LEADERSHIP Slide 13
4. FUTURE TRENDS IN LEADERSHIP
Deloitte’s 2015 Global Human Capital Trends Survey: 3,300 business and HR leaders from 106 countries

FINDINGS

 Building leadership remains paramount, ranking as the No. 2 issue in this year’s survey. Yet despite the
fact that nearly 9 out of 10 respondents surveyed, cite the issue as “important” or “very important,” the
data also suggest that organizations have made little or no progress since last year: The capability gap for
building great leaders has widened at 5.8% in every region of the world.

 Only 6% of companies feel fully ready to address their leadership issues, only 10% feel comfortable with
their succession program, and only 7% have strong programs to build Millennial leaders

2015 42 78 GAP: -36

5,8%
2014 40 74 GAP: -34

Importance Readiness

HR LEADERSHIP Slide 14
4. FUTURE TRENDS IN LEADERSHIP
REASONS

 Leadership for the few, not the many: At the top of the corporate pyramid, fewer than 50% of C-suite
executives feel they are receiving any development at all. Meanwhile, lower down in the organization, just
6% of survey respondents report they have “excellent” programs in place to develop Millennials. This is
despite the fact that 53% of Millennials aspire to become the leader or senior executive of their own
organization.
 Lack of consistent investment: Many organizations view leadership as a short term training program or
series of episodic events that are funded one year but not the next. Companies that “get it” invest in
developing leaders during good times and spend 1.5 to 2 times more on leadership than other companies,
and reap results that are triple or quadruple the levels of their competitors.
 A weak leadership pipeline: Unless developing leadership is treated as an ongoing, strategic initiative by HR
and the business, leadership pipelines will be weak and potentially impact the ability of the business to
deliver on its strategy.

HR LEADERSHIP Slide 15
4. FUTURE TRENDS IN LEADERSHIP
SOLUTIONS

 Start with commitment to leadership development from the top: Without CEO ownership, leadership
development will likely never be a long-term commitment.
 Answer the question: Leadership for what? Begin a conversation about your top business priorities.
 Develop inclusive leaders at all levels: While many executives worry about top leadership, mid-level and
first-level leaders actually operate the company and are the future strategic leaders of the organization. This
requires focusing on growing segments of leaders such as Millennials, global leaders, and women—and
tailoring development to their unique needs and preferences.
 Make talent development and succession a priority: Reward leaders for developing successors and sharing
talent.
 Develop or leverage a capability model: Build a framework for selection, assessment, development, and
succession that defines the leadership you need for today and tomorrow. Keep the model simple—it should
be your “language for leadership” across the enterprise.
 Extend boundaries to create new leadership development opportunities: Work with business partners,
universities, non governmental organizations, and other third-party organizations to create a range of new
leadership experiences, including pro bono and community service projects

HR LEADERSHIP Slide 16
5. CEO PERSPECTIVES:
How HR can take a bigger role in driving growth?

HR LEADERSHIP Slide 17
5. CEO PERSPECTIVES:
How HR can take a bigger role in driving growth?
A global survey conducted by Economist Intelligence Unit in May 2012: 235 C-level executives, 57% of whom
are CEOs

FINDINGS

Q : What do CEOs worry about ? (% CEO respondents)

Q : Wanted CHRO to take a seat at the table (% CEO respondents)
How involved do you
Lack of alignment of How involved is the want the head of HR to
individual & business head of HR in strategic be in strategic planning?
objectives Low employee planning?
satisfaction
Insufficient leadership
Poor decisions related
talent
41 38 to global sourcing
55 70
a Key Player
43 29 a Key Player
Insufficient talent
HR Costs

56 29
21 16
Not at all
9 Low level involved
Not at all
involved
of
diversity

HR LEADERSHIP Slide 18
5. CEO PEPESPECTIVES:
How HR can take a bigger role in driving growth?
B E S T P R A C T I C E S F O R C H R O s (CHIEF HR OFFICERS)

Developing a personal relationship. Heads of HR can demonstrate their value by acting as a sounding board to
the CEO’s ideas, offering feedback on the CEO’s performance and, in general, becoming a confidante and
informal executive coach.
Ensuring that the senior executive team is working effectively as a unit. The CEO frequently entrusts the Head
of HR with the task of ensuring that all individuals in the senior management team are working effectively.
Impressing colleagues with suggestions on how the organization can be prepared to implement its strategy.
The Head of HR needs to exhibit an understanding of the wider commercial business, thereby shedding its
image of knowledge limited to the narrower, HR elements.
Pushing to be included on the Board of Directors or Executive Committee. This is how the Head of HR
develops relationships and gains relevancy.
Focusing on the right topics. The Head of HR needs to probe the issues that really matter to both the CEO and
CFO. Demonstrating creative and proactive problem solving on these issues will demonstrate clearly the value
of the Head of HR.
Taking initiative. Both the CEO and CFO want the Head of HR to be a partner in developing the people strategy.

HR LEADERSHIP Slide 19
6. BUILDING BETTER LEADERS

HR LEADERSHIP Slide 20
6. BUILDING BETTER LEADERS
THE 13 BEHAVIORS OF A HIGH TRUST LEADER
CHARACTER BEHAVIORS
1. Talk straight
“I look for three things in hiring people. The first is personal integrity, the second is intelligence, and the third is
a high energy level. But if you don’t have the first, the second two don’t matter.”
Warren Buffett, CEO, Berkshire-Hathaway
2. Demonstrate Respect
"If people know you care, it brings out the best in them.“ Richard Branson, Founder, the Virgin Group
3. Create Transparency
“Trust happens when leaders are transparent.“ Jack Welch, Former CEO, G.E.
4. Right Wrongs
"What I call Level 5 leaders build enduring greatness through a paradoxical blend of personal humility and
professional will.“ Jim Collins
5. Show Loyalty
“If you want to retain those who are present, be loyal to those who are absent. The
key to the many is the one.“ Stephen R. Covey
6. Deliver Results
“Get good people and expect them to perform. Terminate them quickly and fairly if
you make the wrong choice.“ Bill Marriott, Jr., CEO, Marriott Corp.
HR LEADERSHIP Slide 21
6. BUILDING BETTER LEADERS
THE 13 BEHAVIORS OF A HIGH TRUST LEADER

COMPETENCE BEHAVIORS
7. Get Better
“The illiterate of the 21st century will not be those who cannot read and write but those
who cannot learn, unlearn, and relearn.“ Alvin Toffler
8. Confront Reality
“Leaders need to be more candid with those they purport to lead. Sharing good news
is easy. When it comes to the more troublesome negative news, be candid and take
responsibility. Don’t withhold unpleasant possibilities and don’t pass off bad news to
subordinates to deliver. Level with employees about problems in a timely fashion.“
Jon Huntsman, Chairman, Huntsman Corp.
9. Clarify Expectations
“Almost all conflict is a result of violated expectations.“ Blaine Lee
10. Practice Accountability
"Remember, when you were made a leader, you weren't given a crown, you were given
a responsibility to bring out the best in others. For that, your people need to trust you.“
Jack Welch, former CEO, General Electric

HR LEADERSHIP Slide 22
6. BUILDING BETTER LEADERS
THE 13 BEHAVIORS OF A HIGH TRUST LEADER

CHARACTER & COMPETENCE BEHAVIORS

11. Listen First
"Nothing beats personal, two-way communication for fostering cooperation and
teamwork and for building an attitude of trust and understanding among employees.“
Bill Packard, Co-Founder, Hewlett Packard
12. Keep Commitments
“Trust doesn’t mean they tell you everything. It doesn’t mean they don’t posture. But it
means if they say, ‘We will do this,’ they will do it. It is credibility. It is integrity."
Scott Smith, Publisher, Chicago Tribune
13. Extend Trust
"I have found that by trusting people until they prove themselves unworthy of that trust, a
lot more happens.“ Jim Burke, former CEO, Johnson & Johnson

HR LEADERSHIP Slide 23
7. MANAGING NEW LEADERS

HR LEADERSHIP Slide 24
7. MANAGING NEW LEADERS
Make sure the new
starter is comfortable Establish &
Attract & Recruit with the ‘Basics’ of the Communicate
job Objectives early

Provide a good Manage young people Build a Trusting

Induction Course in Age-Diverse teams Relationship

Manage Expectations, Manage Time &

Retain & Engage
Conduct and Behavior approaching Projects

HR LEADERSHIP Slide 25
8. DEVELOPING NEW LEADERS

HR LEADERSHIP Slide 26
8. DEVELOPING NEW LEADERS
Encourage them
Encourage young
Start gradually and outside their comfort
employees to identify
recognize Talent and zone can bring
Progression and develop their
rewards when done
Skills
appropriately

Encourage open and

Revisit and review
Provide a Mentor / honest
Objectives on a
wider peer support Communication &
regular basis
Feedback

Help the young person

Delegate more to link activities Foster Innovative
efficiently completed to skills Thinking
obtained

HR LEADERSHIP Slide 27
9. APPENDIX
1. Three differences between Managers and Leaders, Vineet Nayar, Harvard Business Review,
August 2 2013
2. The 5 levels of Leadership, John C. Maxwell, Soundview Executive Book Summaries, Vol. 34,
No. 4 (3 parts), Part 2, April 2012
3. Global Human Capital Trends 2015, Deloitte University Press
4. White Paper – CEO Perspectives: How HR Can Take a Bigger Role in Driving Growth, Economist
Intelligence Unit, May 2012
5. The 13 behaviors of a High Trust Leader, Stephen M. R. Covey
6. Developing Leaders, IEDP, 2012
7. The Will to Lead, Marvin Bower, McKinsey, 1997

HR LEADERSHIP Slide 28
Thank you for your attention

HR LEADERSHIP Slide 29