Emerging Markets Focus
Successful transformations require strong leadership capabilities but are complicated by the fact that the skills and experiences demanded of the NOC leaders for more a more complex project environment at home and international growth is very different. As they transform their companies, NOCs need to address all three levels of leadership at the individual, team and process level.
Based on Accenture‟s extensive experience working with leading NOCs across the world, as well as the results of our recent NOC Leadership Survey, we propose five key ways that NOC leaders can build the skills to achieve high performance abroad and successfully deliver their „national mission‟.
1. Understand individual leadership style
In addition to generic leadership training, it is critical to provide individuals leaders with an understanding of their personality and how it impacts their leadership and management style. This is key to the individual leader‟s success and that of the leadership team and wider organisation. Focusing on developing individual leadership styles is important as is the ability of their management to learn through experience
2. Learn through experience
Leaders learn from planned and unplanned experiences varying from major events, such as leading a Joint Venture or recovering from a financial disaster, to the more conventional (e.g. job rotations, working abroad, etc.). NOCs need to develop a comprehensive leadership development program that uses “experience” and equips candidates to learn from both planned and unplanned experiences.
3. Build foundational soft skills
NOC leaders will need to be highly effective communicators, know how to lead change, and have a keen understanding of the commercial and social policy of the company. NOC managers already have considerable relationship building and networking skills, but in order to improve success in international markets, they will need to balance technical skills training with „soft‟ skills development.
4. Develop team leadership capabilities
The strength of leadership teams, as opposed to individual leaders, will dramatically increase in importance as NOCs optimise their businesses and extend their scale in multiple markets. NOC executive teams often operate as homogeneous groups. But according to our survey, 100% believe that a team discipline will be paramount for future success, and 50% believe that diversity in management will act as a strategic asset. Developing good teams of leaders helps leverage the different capabilities, knowledge, experience and styles of individual leaders and obtain the right balance to execute their specific strategy. Attention should be paid to key areas such as diversity and using social networking tools to encourage teaming. Peer reviews and peer coaching can also help by challenging the traditional hierarchical model of most NOCs.
5. Establish strong leadership processes / systems
Cultivating the next generation of leaders will not happen without intervention. NOC leaders not only need to identify their immediate successors but those two generations beyond. This will only occur with a robust performance management system, as well as a comprehensive succession planning and strategy-aligned programmes for high potentials, which develop and rewards high achievers.
Steps
1. Understand individual leadership style
2.
Learn through experience
3. Build foundational soft skills
4. Develop collective / team leadership capabilities
5. Set the tone and establish strong leadership processes / systems
Description
Apply tried and tested tools to give NOC leaders an understanding of their individual leadership styles and how they work with others – enabling them to reflect and set out practical improvement actions
Embed experiential based learning at the heart of a comprehensive leadership development program – plan experiences and equip candidates to reflect and learn from both planned and unplanned experiences
Take immediate steps to put in place targeted soft skills training that incorporates experiences and role play, while at the same time embed soft skill development in career paths, expected competencies and training curriculum for the long term
Develop a global mindset through focussing on increased diversity of the executive leadership team, and using peer group coaching and the latest technologies to build stronger teaming, knowledge sharing and collaboration skills
Establish a performance based culture and actively cultivate the next generation leaders through the rigorous application of performance management and succession planning, as well as putting in place a comprehensive, strategy aligned, High Potentials program
Drillers and Dealers :::
::: February 2011 Edition
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