Make leadership architecture effective with Leadership Assessments
Due to an organizational transition process decided the management team of an international production company to a neutral evaluation of two c-level shortlist candidates concerning their value compatibility and team synergies, growing requirements concerning, resilience, dealing with ambiguity and complexity as well as their social competent leadership and their capabilities to effective implement the new corporate strategy. Additional to the neutral evaluation also their areas of developmental should be defined as well as the next level international management potential.
The initial process started by the definition of critical success factors and sharing all relevant information about the position. Based on these information and data the assessment design and the exercises were customised. Two experienced senior consultants from ERIKSSON & ASSOCIATES facilitate the one-day executive and leadership assessment development. The session comprehended tailor-made case studies, interactive problem solving exercises, presentations and disputations of the case-studies, some psychometric tests to define the mental fitness and the quality of thinking processes and semi-structured interviews.
All observations and findings were summarized to a Leadership Assessment Report, which reflected profoundly the leadership and management personality, swot-analysis and an individual development plan. The report and the findings were shared with the candidates in a feedback session, during which an IDP with concrete actions and developmental hints was created. The results, recommendations and the IDP were also discussed in a round table meeting with the board members management team. Eriksson & Associates supported the decision making process, which led to a by all stakeholders accepted nomination.
How to predict an effective cooperation between the CEO and the of board of directors
An international high-tech company was prepared to initiate a new customer focussed full-service strategy and its global implementation. This strategic change was the trigger for the board of directors to nominate a new CEO to carry, design and implement this necessary change and transformation process. The new strategy was closely linked to growth and to a new global positioning on the extremely competitive market. The transition of the strategy affected also the changing requirements on management and leadership competencies of existing key players of the organisation. These developmental actions were crucial success factors. The board of directors relied on the profound experience of ERIKSSON & ASSOCIATES, to assess the shortlist candidates.
Hereafter the initial process was started by the definition of critical success factors with the board members and by a design of the assessment and exercises. The assessment comprehended tailor-made case studies, interactive problem solving exercises, presentations and disputations, tests to define the mental fitness and the quality of thinking processes, semi-structured and deep psychological interviews. Three shortlist candidates were presented to the board of directors by a prominent international executive search consultant. To receive an additional, neutral external opinion the three candidates were assessed in a tailor-made C-level leadership assessment by the experienced senior psychologists of ERIKSSON & ASSOCIATES.
The board of director received a confidential and comprehensive report of all three candidates. The contents of the report covered a SWOT-analyse of the candidates, internal and external benchmarks as well as statements to their leadership style, attitudes and cultural compatibility. In a round-table meeting with the board members facilitated by ERIKSSON & ASSOCIATES the results were profoundly discussed. The candidate recommended by ERIKSSON & ASSOCIATES was nominated by the board - leading since then the company with his management-team successfully.
How to prepare an international transfer processes successfully
The Headquarter of a mid-size company was preparing a 4 years overseas assignment to one of its Key-talents and his family. Due to the high costs of the assignment - estimated € 900’000 the company decided to conduct an intercultural assessment and to receive a neutral second opinion to confirm the nomination prepared by the company. Bad performance or returning home at an early stage were no options. Much more the assignment should be a win-win situation for all stakeholders and client organisations.
Field experiences show that the well-being, attitude and motivation of the spouse can be critical criteria for a successfully expat assignment. The key talent and his spouse were invited to a one-day intercultural workshop facilitated by psychologists of ERIKSSON&ASSOCIATES. The workshop based on development centre technique consisting of exercises and situations simulating realistic expat life situations, conflicts and problems. In partly deep psychological interviews also their motivational base, expectations, attitudes and ambiguity tolerance were evaluated.
The results of observations and test were summarised to an individual report, which reflected in a comprehensive way their intercultural competency, strength/weakness analyses and some concrete recommendations concerning the planned assignment. The result was communicated with the stakeholders in a round-table meeting.
Due to the life situation and to some adverse psychological characteristics our psychologists gave an unfavourable outlook for the long overseas assignment. Instead of the planned assignment the key-talent was nominated to a domestic key function in the headquarter. Later he was promoted to a significant leadership role in his core-competence area in his home organisation.