Membership Application

All Attendees will receive a copy of Jim Kouzes' recently released 4th edition of The Leadership Challenge!

Award-winning and bestselling author, Jim Kouzes, has been investigating the practices of exemplary leadership for twenty-five years. His research with Barry Posner has led to such critical lessons as “personal credibility is the foundation of leadership,” “being forward-looking is the key factor that differentiates leaders from other people,” and “the best learners make the best leaders,” among many others. Jim refers to their work as “evidence-based leadership,” and in his keynote address to the 2007 HR Strategy Forum, Jim will update us on the lessons learned during the writing of their two most recent books, A Leader’s Legacy and the 4th edition of The Leadership Challenge. Jim will address the thorny and often ambiguous issues with which leaders must grapple as they strive to leave a lasting legacy—issues such as why all leadership is personal, why leaders should want to be liked, why failure is always an option, why it’s not just the leader’s vision that’s important, why it takes courage to make a life, and why the legacy you leave is the life you lead. He will also challenge and provoke us with such ideas as “talent is highly overrated,” “if you want to achieve success don’t expect to be happy,” and “leaders who don’t practice will always be amateurs.” And, while Jim is sure to stimulate and engage us, he will also offer some practical ways that we in HR can leave our own lasting legacy.
 

Grace MacArthur, Vice President Leadership Development and Staffing, at Mattel, Inc. will present the key strategies utilized for the company’s Executive Talent Management functions, including its processes for succession management, executive development, the corporate university, organizational development, performance management, and talent acquisition. Mattel is the world leader in designing and manufacturing toys, collectables, and games. With $5 billion in annual sales, Mattel employs 25,000 people throughout the world and sells its products in more than 150 nations. In Mattel’s most recent worldwide employee opinion survey, the ratings for Director and Executive Development exceed Towers-Perrin’s worldwide management norms by 22 percent. Mattel’s Leadership Development strategies were awarded the Workforce Management magazine’s ‘Global Outlook’ Optimas award in 2004. The presentation will review the practical steps and processes utilized in Mattel’s worldwide Talent Management function as well as strategies for success and ‘Lessons Learned.’
 

The popularity of executive coaching has left many organizations wondering whether they are getting the greatest value for their investments. David will outline 10 best practices and specific recommendations to help organizations make sure they are sourcing the most appropriate coaches and providing coaching where it will make the greatest difference. Detailed case studies will bring the principles to life. There will also be opportunity for participants to pose their questions and share their experiences with coaching.

Bill Taylor
Center for Creative Leadership

Marshall Schecter
Wells Fargo

In 2003, leaders in Wells Fargo Regional Banking Group were looking for ways to address the challenge of developing and retaining leadership talent while responding to intensifying competitive pressures – and ideally, doing both at once.

Based on internal needs analyses and external best practices, Marshall and his team created and launched a year-long accelerated development initiative called the Leadership Mastery Program (LMP) in late 2004. The target audience was high-potential leaders across Regional Banking and Private Client Services, reflecting diversity across line and staff organizations.

Marshall partnered with the Center for Creative Leadership (CCL) to customize the first (of four) formal learning events, each connected by progressive action learning activities. CCL’s proven assessment and high performance team practices embedded in The Looking Glass Experience®, centered on a behavioral business simulation, was customized to Wells Fargo requirements and delivered in November of 2004. Marshall and Bill will share the rest of the story about this journey from good to great -- and an accelerated learning model, specific business outcomes, and key learnings -- in an interactive dialog session with participants.