Creating a Leadership Development Program

with Bonnie Hagemann

Sample Needs Analysis Overview and Results

Full Data Report
• Bar graphs for each question and for each response within a question
• Ranked, weighted averages for each question asking ratings on multiple items
• Verbatim narrative responses to write-in questions

Analysis of Data, Findings, and Recommendations

• Top 5–8 answers to each survey question (based on ranked, weighted averages)
• Summary of themes from narrative responses to each write-in question in the survey
• Identification of most important development needs, in priority order
• Preliminary recommendations

Leadership Capabilities
What are the critical leadership capabilities (mindsets, knowledge, and skills) that need to be improved in
your organization to ensure success over the next few years? For each capability in the list below, reflect
on the overall level of capability in your organization and indicated the need for improvement.

Attracting the best talent

Creating an environment that results in

retaining our best talent
Ensuring people get the training and
development they need

Coaching people

Giving timely, candid feedback to help

people improve their performance
Creating a vision that engages and
inspires people

Motivating people

Inspiring pride in the organization

Managing people who undermine

team performance

Legends: No need for improvement Some need for improvement Critical need for improvement

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Leadership Capabilities
What are the critical leadership capabilities (mindsets, knowledge, and skills) that need to be improved in
your organization to ensure success over the next few years? For each capability in the list below, reflect
on the overall level of capability in your organization and indicate the need for improvement.

Creating an environment that results in retaining our best talent

Percent Count Answers

No need
6.3% 5/80
for improvement
Some need
45.0% 36/80
for improvement
Critical need
48.8% 39/80
for improvement

100.0% 80/80 Summary

Ensuring people get the trianing and development they need

Percent Count Answers

No need
2.5% 2/80
for improvement
Some need
56.3% 45/80
for improvement
Critical need
41.3% 33/80
for improvement

100.0% 80/80 Summary

Coaching people

Percent Count Answers

No need
2.5% 2/80
for improvement
Some need
72.5% 58/80
for improvement
Critical need
25.0% 20/80
for improvement

100.0% 80/80 Summary

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Interview Notes
• Don’t know how to deal with conflict

• Don’t know how to frame a decision that has been made by the organization

• Problem with career pathing

• Looking to the CEO for more direct leadership

• Need leaders at all levels who will lead and make decisions

• Too consensus- and collaborative-oriented

• Risk averse

• Strategic marketing skills not a strength

• Not too many strong GMs across the business

• Ability to look at a business plan, analyze, do an acquisition

• Hiring the right managers

• Strategic thinking

• Leadership and motivation; rally the troops

• Coaching

• Excellence/execution

• Better alignment at levels below EC and OC – at the next generation of leaders level

• Tolerance of diversity of styles

• Importance of relationships and credibility in all spaces

Analysis of Data
What are the competitive strengths and weaknesses of your organization? (Top answers to each question)

Strengths Weaknesses

Quality and commitment of people Speed of decision making

Values and culture Ability to collaborate across the organization

Vision Speed to market

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 Financial strength and resources Research and development

Comprehensiveness of products and/or services Internal use of communication technology

Top leadership Ability to innovate

Leadership Capabilities

Need Most Improvement 5 Most Critical to Success

Successfully implementing strategies Successfully implementing strategies

Creating an environment that results in retaining

Understanding customers
the best talent

Developing effective strategies Developing effective strategies

Attracting the best talent Understanding competition

Ensuring people get the training and development Creating an environment that results in retaining
they need our best talent

Understanding competition

Strengths
• Dedication and loyalty of customers; our customer base

• Our people

• Dedication and commitment of employees to do whatever it takes to get the job done;
committed to winning

• Broad portfolio of products and services

• Quality and depth of industry knowledge

• Customer focus and customer relations

• Our technology platform

Weaknesses
• Lack of unified set of priorities and aligned incentives

• Reluctance to make decisions; decision making too slow; many do not feel empowered to
make decisions

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 • Culture not changing fast enough to support organizational changes needed to compete in
the future

• Silo mentality when architecting deals for strategic customers

• Compensation not high enough for our talent

• Weak ability to scale people and infrastructure to accommodate growth

• Structure, systems, and culture inhibit ability to achieve goals and initiatives

• Have to do a better job integrating suites of products and/or solutions to create greater value
for customers

• Too focused on macro integration — instead need smaller, incremental projects, and quick wins

Preliminary Conclusions
• Company’s customers and competitors are changing, and the employees, organization, and systems
are not keeping up.

• Talent management and development is consistently identified as a critical need and opportunity.

• Integration is perceived as critical to the company and not currently a core competency.

• There is a perceived opportunity for stronger, more decisive and motivational leadership at
all levels.

Preliminary Recommendations

From To

Company integration espoused Company integration a reality

Not seen as attracting, developing, Talent and talent management a competitive

retaining best talent advantage with a deep leadership bench
Effective cross-business communication,
Silo mentalities, do what’s best for own business
coordination, and collaboration

Identify with business unit Identify with business unit and company

Product, profit, internal focus Customer/market focus

Risk averse Measure and take appropriate risks quickly

Consensus oriented, bureaucratic Fast on our feet and action oriented

Avoid conflict Surface and effectively resolve conflicts

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 Slow to market, ponderous decision making Fast, flexible, decisive, and agile

Resources and rewards aligned with local Resources and rewards support
performance achievement of company’s vision/strategy
Entrepreneurial, innovative,
Weak innovation, R&D, entrepreneurship
and creative market leader
Clear priorities, focused,
Difficulty in prioritizing and focusing
and people held accountable
Deficient business acumen, strategy formulation/
Strong business acumen
implementation, customer/competitor analysis,

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