Navigating Leadership and Organizational Transitions: A Journey into Executive Development

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In this insightful journey, follow the story of a Fortune company's transition post-acquisition. Explore the initiative to develop top leaders and the principles underlying executive development. Dive into the interdisciplinary partnership driving personal growth and competitive advantage in leadership development.

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SPIM 2018 Navigating Leadership and Organizational Transitions Long Years Journey into Executive Development at a Fortune Company Karol M. Wasylyshyn, Psy.D. (WA-SA-LISH -IN) February 23, 2018 Atlantic Beach, FL

THE STORY

THE BEGINNING: Client Company Facts 100 y.o. ROHM and HAAS COMPANY, purchased by DOW in 2008 $10 bil global manufacturer of chemical and electronics materials At time 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 s 22 Other C-level Roles

THE MIDDLE: Primary Objective To develop next generation of top business and functional leaders bolder, more globally-minded, market-facing, strategic and focused on accelerating business growth.

EXECUTIVE DEVELOPMENT INITIATIVE Leadership 2000 CEO-sponsored 70- participants 20 years (1998 2008)

INTENTION UNDERLYING PRIMARY OBJECTIVE: An interdisciplinary partnership business, HR and psychology: We need to go inside-out. We need to assess the whole person, not just one s profile of leadership competencies. We need to establish trusting relationships with these leaders. They need to understand what influences their behavior. Their accurate self-awareness is essential for continued learning and personal growth. Continued learning and personal growth are essential for our development of world-class leaders. Mark X. Feck Chief Human Resources Officer and EVP Rohm and Haas Company

PRINCIPLES OF THIS EXECUTIVE DEVELOPMENT: An interdisciplinary partnership business, HR and psychology: We need to go inside-out (INSIGHT).We need to assess the whole person, not just one s profile of leadership competencies (META COGNITIVE THINKING).We need to establish trusting relationships (LIVING CONTAINMENT) with these leaders. They need to understand what influences their behavior (EMOTIONAL MATURITY). Their accurate self-awareness (OBSERVING EGO) is essentialfor continued learning and personal growth. Continued learning and personal growth(INTEGRATION OF THE WHAT AND THE HOW)are essential for our development of world-class leaders (COMPETITIVE ADVANTAGE ). Mark X. Feck Chief Human Resources Officer and EVP Rohm and Haas Company

THE EXECUTIVE DEVELOPMENT PROCESS: Leadership 2000 Leadership 3000* 2 Phases: Phase I 1. Selection of participants 6. Action Planning Meeting with "brain trust" 2. Multi- faceted data gathering 3. Feedback focused on identification of both strengths & development areas 5. Annotation of PAP; creation of Master Action Plan (MAP) 4. Creation of Preliminary Action Plan (PAP) * 1-year process renamed LEADERSHIP 3000 in year 2000

Leadership 2000 / 3000 Phase II 7. Coaching 12. Consultant conceptualizes trusted leadership advisor (TLA) role 8. Optional spousal module 11. Ongoing coaching at request of executives 9. Update of MAP 10. Wrap-up meeting with brain trust

THE MIDDLE, CONT. EQUAL EMPHASIS ON The What and the How

What : LEADERSHIP COMPETENCIES I. OUTSIDE-IN-PERSPECTIVE Market-Aware & Customer-Driven Strategic Focus Global Perspective II. SPEED TO MARKET Bias for Action Adaptive to Change Creative Problem-solving III. PURSUIT OF PROFITABLE GROWTH Business Acumen Persuasion and Influence Safety Performance People and Performance Management

How: ESSENTIAL LEADERSHIP BEHAVIORS Courageous Leadership Emotional Fortitude (EQ) Enterprise-Thinking Pragmatic Optimism Steel Trap Accountability Truth-Telling

FOUR GUIDING PRINCIPLES Trust grounded in data confidentiality The value of psychological insight The conveyance of executive wisdom HOLISTIC development model

THE SPOUSAL MODEL Optional participation Confidential exploration/problem-solving executive couple issues Process data-gathering, feedback, action-planning

MOST FREQUENT STRENGTHS Bias for Action Creative Thinking Business Acumen

MOST FREQUENT DEVELOPMENT AREAS Emotional Fortitude Persuasion and Influence Developing People Courageous Leadership

KEY PRACTICE CONSIDERATIONS: Commitment to one program/one external partner (20 years) Steady set of leader competencies and behaviors Positioning L 2000 as a pilot Intensity of CEO/CHRO/Consultant partnership - fierce truth-telling Meaningful follow-up Ongoing relationships

THE END: KEY BUSINESS EFFECTS From the CEO: 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.