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Leadership competencies - Johnson & Johnson
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Johnson & Johnson taking cue from the failure of IBM in the early nineties formed a team of senior executives and called it “FrameworkS” to identify the critical factors that would drive its market leadership position built over a century.
FrameworkS as management process
“FrameworkS” has since been institutionalized in the company as a management process to help leaders understand the marketplace and how it can be served best. In 1995, the “FrameworkS” tasks force reported that the company lacks “strong” potential
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leaders to fill up the senior positions and that competencies different from “command and control” were required for future growth. The task force also defined leadership as it means to J&J and drafted the “Standards of Leadership” model describing relationship between J&J credo values and business results and the leadership competencies required to achieve the results. The model is graphically depicted by “pin wheel” as shown below.
Standards of Leadership
Behaviours with respect to credo values, business results and leadership competencies were clearly brought out in the “Standards of Leadership” to enable leaders to demonstrate and emphasize them in their day-to-day work. The leadership competencies identified by Johnson & Johnson are:
- Customer and marketplace focus
- Innovation
- Interdependent partnering (collaboration)
- Mastering complexity (managing complexity & change)
- Organizational & people development
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Seven principles of leadership
Also the “FrameworkS” team has defined "seven principles of leadership development" to further guide the company in building future leaders:
- Leadership development is a key business strategy
- Leadership excellence is a definable set of standards
- People are responsible for their own development
- J&J executives are accountable for developing leaders
- Leaders are developed primarily on the job
- People are an asset of the corporation; Leadership development is a collaborative, corporation-wide process
- Human resources support is vital to the success of leadership development
The “seven principles of leadership development”, leadership competencies and related behavioural aspects were communicated throughout the organization. Next logical step was to help leaders assess their effectiveness as “J&J leaders” and from this need came the necessity of multi-source feedback mechanism. To assess the leadership behaviours with respect to the identified competencies a specially customized 360 degree feedback was introduced in the company. 360 degree feedback is used at J&J as a developmental tool and not as performance measurement tool. The need for 360 degree feedback instrument at Johnson and Johnson can be articulated as:
- To help individuals receive real feedback on leadership behaviour
- To help individuals identify the areas of development as leaders
- To help individuals create a personal development plan
- To help individuals seek continuous feedback on progress on the development plan and behaviour change.
Related articles:
Leadership models - customizing leadership development
Leadership development - an essential key business process
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