Mission Possible: Hiring, Identifying and Growing Leaders. Presented by Roger Mosby, Kinder Morgan; Melissa Squyres, CNPC; Robert Glaspie, Ocalm; Susan Webb, FMC Technologies

1. NEW STRATEGIES &
SOLUTIONS IN THE
GLOBAL WAR FOR
TALENT
April8-9,2014
u p s t a r t 3 6 0 . c o m / l i v e

2. MISSION POSSIBLE
Hiring, IdentifyingAnd GrowingLeaders
Moderator: Marsha Murray President, Murray Resources
Roger Mosby VP of HR, Kinder Morgan
Melissa Squyres Director of HR, China National Petroleum Corp. USA
Robert Glaspie Leadership Development and Methods Consultant, Ocalm, Inc.
Susan Webb Global HR Director – Surface Technologies, FMC Technologies

3. Hiring Leaders- A Kinder Morgan Case Study
By
Roger C. Mosby
Senior VP, Kinder Morgan, Inc

4.  A multi-state Kinder Morgan division organized around
regional vice presidents with business areas managed
by general managers
 Rapid growth in this division which had grown from
about 75 employees to over 4,000 in less than 10 years
 Growth was primarily by acquisition
 General managers were difficult to recruit (and promote
from within the existing structure)
 Senior managers couldn’t agree on what a successful
general manager looked like

5.  Regional VPs selected who they knew and not
necessarily the best qualified for GM positions
 Cross pollination between regions and other areas
of the larger company didn’t exist
 There was no real consensus on hiring criteria
 Regional VPs generally expected to hire someone
fully trained but didn’t know exactly what that
meant

6.  Open positions remained open which resulted in lost
business, festering personnel problems and overwork of
others
 There was a lack of recognition of what was the real
problem
 There was a tendency to reorganize rather than solve
the problem
 There was little internal development taking place which
resulted in turnover
 There were no internal candidates ready to move into
GM positions

7.  We developed a GM Capabilities Model which
identified the critical skills needed to:
◦ be successful as a GM, and
◦ identify the critical skills needed to advance to a more
senior position
 Once developed, the Model was used for
identifying internal and external job candidates
that had a high likelihood of success
 The Model was applied to internal candidates that
were being developed for GM and more senior
positions as a measure of progress in development

8. Foundational
Adaptability/Flexibility
Composure
Entrepreneurism
Integrity & Trust
Work Ethic
GM Capabilities Model
Mission Critical
Business &
Financial Acumen
Customer
Relations
Decision Making
Handling
Complexity
Operations
Knowledge
Participative
Leadership
Very Important
Builds/Leads Teams
Communications
Skills
Develops People
Staffing
VP Capabilities
Creativity
Interpersonal
Savvy
Strategic
Orientation

9.  Capabilities that are largely inherent in
someone because of their upbringing and life
experiences – they walk in the door with them
 Useful for selection/promotional decisions
 Not very open to development

10.  Capabilities without which the probability of
failure is great
 Useful for selection/promotion decisions
 Open to development

11.  Capabilities with which the probability of
success is increased
 Useful in selection/promotion decisions
 Open to development

12.  These are capabilities which may be resident in
GMs but are critical to the success of VPs
 Useful for selection/promotion decisions
 Open to development

13.  Is not afraid to make a decision under
uncertainty or to modify that decision as may
be appropriate to changing circumstances
 Is not locked into only one way of doing things
or accomplishing results
 Is willing to entertain and use ideas that may
not have been his/her initial approach to
solutions
 Can change directions, approaches, and
objectives on the fly as required

14.  Forty five internal candidates were identified as
having the “Foundational” skills and a high level of
“Mission Critical” and “Very Important” skills. A gap
analysis was conducted and an individual program
was developed to improve “Mission Critical” and
“Very Important” skills.
 This group was further placed into “Ready Now”,
“Ready in the Immediate Future” (<2 years) and
“Ready in the Future” (2 – 5 years)
 Three in the “Ready Now” group were placed in the
first year

15.  Definitions of Capabilities were translated into
behavioral based questions and applied to
Director and GM level candidates
 Criteria was narrowed in terms of acceptable
candidates
 The selection process used objective behaviors
to rate candidates
 This resulted in better selection and ultimately
less turnover and more business success

16. For more information contact:
roger_mosby@kindermorgan.com

17. Melissa Squyres, MEd, SPHR
CNPC USA

18. Reasons for Looking
Career Development
Potential
Manager
Money
Other
*Robert Half, International

19.  Step One- Hire the right people.
 Step Two- Identify your high potentials.
 Step Three- Develop all of your employees,
with a special emphasis on deepening your
leadership bench.
 Step Four- Recognize and Reward!

20. Identifying Your High Potentials
*David V. Day, PhD

21. Each high potential employee receives a
development plan split into 3 parts
Assessment
Training and Development
Stretch Assignments

22.  High potential employees are our hidden
gems.
 As organizations, we have a responsibility to
identify and develop them into leaders at
every level.
 The stronger our bench, the more effective
the organization, and the more satisfied the
employees- it’s a win/win.

23. Finding and Growing New Leaders
The Keys to Success
Mission Possible
Hiring, Identifying and Growing Leaders
Presented by Robert Glaspie
Leadership Development Director – Ocalm, Inc.
April 8, 2014

24. Two Powerful Forces
Generational
Global

25. Similar Challenges
Generationally; our workforce is rapidly
changing, forcing us to accelerate development.
Globally; demand is increasing, expanding our
business into remote locations with new
markets.
• Larger than normal skill gaps
• Unfamiliar culture
• Vastly different motivators and expectations

26. The West Africa Challenge
Identify a member of the local workforce,
and develop him/her as the leader of a
business unit.

27. First Attempt
Use processes, systems, and tools that were
familiar, and had been successful in the past.
Recreate a leadership style that was familiar,
and had been successful in the US.

28. What critical success factors should I look
for to serve as indicators of an effective
leader here?
Recalibration Question

29. Courage to challenge the norms
SOCIAL
POLITICAL
BUSINESS

30. A Diverse Skillset

31. A Diverse Network

32. Why are the programs and processes which
proved so effective in the corporate office,
failing here?
Recalibration Question

33. Things to Consider

34. Questions

35. Leadership Retention:
Managing Leadership Transitions

36. Leadership Transition
“…success or failure
during the first few
months is a strong
predictor of overall
success..”
The First 90 Days
Michael Watkins
36

37. 37Footer04/11/2014
Leadership Transition
1. Transitioning Leader/Manager Meeting
– Clarify expectations
– Agree on accountability
– Agree on expected behaviors
2. Assimilation Process with Team
– Break down barriers
– Increase trust levels
3. Feedback
– Identify ways to gauge success
– Determine channels and criteria
4. Follow-up meeting
– 3-6 month review of expectations

38. 38Footer04/11/2014
QUESTIONS?

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41. THANK YOU
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