Tài liệu Best Practives in Leadership Development & Organization Change 15 doc

116 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGECore Competencies for All 1.. Being passionate about one’s work, never having or accepting an “entitlement” mentality,

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5 A

9

Contribute to financial vitality of the business

ATTRIBUTE LINKA

Is passionate about what he or she does (Commandment #2)

T action

Doesn’t underprice self or medium; builds up

Is good to his or her people—gets them “into

talent Manages r

Mobilizes Individual Commitment 3 Motiv

116 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE

Core Competencies for All

1 Informed decision making Approaching situations objectively, gathering the

facts and information necessary for clear understanding, and using logic and common-sense to make informed decisions

2 Innovation and agility Working to develop innovative ideas, search for

creative approaches and solutions, and adapt to change quickly so that Emmis can continue to excel and be distinctive within the industry

3 Passion to reach a higher standard Being passionate about one’s work, never

having or accepting an “entitlement” mentality, and consistently expecting more of self, others, and Emmis

4 Personal integrity Demonstrating the fundamental beliefs and values of

Emmis in all of one’s actions, decisions, and dealings with others

5 Teamwork and collaboration Taking initiative to communicate actively and

share resources, ideas, and best practices across organizational boundaries

so that Emmis overall benefits

6 Delivering of the Emmis customer experience Knowing who one’s customers

are, being clear about what they expect and value most, and delivering it

7 Vision into action Being responsible for understanding not only the overall

Emmis vision but also what specific actions one individually needs to take

to make it a reality

8 Accountability for performance Taking personal responsibility for meeting

all commitments, delivering results that meet or exceed one’s goals, and identifying and resolving performance issues in a timely manner

Additional Leadership Competencies

1 Strategic perspective Being able to take a broad, long-term view of the

business and its future and acting in ways that contribute to Emmis’s

long-as well long-as short-term success

2 Motivation and management of individuals Managing people in a positive

way that “gets them into the game” by sharing responsibility and authority for accomplishing meaningful work and credit for success

3 Building and leadership of teams Assembling teams of individuals with strong

and complementary skills and leading them in ways that help them work effectively as a unit

4 Recruiting, development, and retaining of talent Identifying and recruiting

only the highest-quality talent for Emmis, coaching people so that they get the most out of their potential, and rewarding people in a way that reflects their level of contribution

5 Effective resource management Planning and organizing work, managing

resources efficiently, and understanding what is most important in contributing to growing the revenues and profitability of Emmis

Exhibit 4.8 Emmis Competency Model

P Planning

3.2

documentation P

118 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE

Roll out Train the Trainer

Letter from Jeff Smulyan

LFR workshops

Final FY2003 performance plans with objectives, attributes, and projects

Scorecard measures attribute architecture

Special edition

of Newsletter

Special edition

of Newsletter

Special edition

of Newsletter

Managers' meeting

Special edition

of Newsletter

Emmis Announcements, Smulyan e-mails, and “blurbs” in weekly/biweekly conference calls

Ongoing executive team follow-up during regular meetings

Manager alignment briefings

Manager workshops

Roll out Train the Trainer

Employee workshops

Reviewed with FY2002 actuals

Top

down-review of comprehensive measures, attributes, and strategic projects

Validation and refinement

of executive and LFR

• Work group scorecards

• Corollary attributes

Performance and Reward management task forces

Exhibit 4.11 Performance and Reward Management Implementation Plan

FY 2003 Operating Plan

Q1 Results and Recognition Programs

Q3 Results and Recognition Programs December

Q2 Results, Mid-Year Performance Reviews and Job Market Pricing Research June

March

September

FY 2004 Strategic Plan

Organization Development and Talent Forecasting November

December Q4 Results, Annual

Performance Reviews and Cash/Stock Reward Programs

FY 2003 Performance Plans

March

FY 2004 Operating Plan

Exhibit 4.10 Performance and Reward Management Overview

John S Nelson (jnelson@od-source.com) is president of OD Source

Consult-ing, Inc., which specializes in business and human resource strategy develop-ment, culture and change managedevelop-ment, performance improvement strategies, and human resource excellence Prior to this, Nelson was a company officer and vice president of human resources for Emmis Communications, where he was brought in to build strategy and infrastructure, and professionalize the human resource function to manage the significant growth of the corporation and drive the unique culture companywide Nelson has experience in a variety of entre-preneurial, general management, consulting, and strategic human resource and organizational development roles He has been a key contributor and a sought out advisor with some of the most respected companies in their industries, such

as InterContinental Hotels Group, Honeywell (AlliedSignal), Apple Computer, ARAMARK Business Services, Ceridian Employer Services, Hallmark Cards, HarvestMap Systems, Medtronic, PeopleStrategy, 1.0 & Company, and Results-Based Leadership Nelson received his bachelor of science degree at Iowa State University in industrial relations and completed graduate studies with honors

in industrial relations from the University of Minnesota’s Carlson School of Management For more information visit www.od-source.com.