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Dr Robert Kabacoff & David Ringwood

Indentifying and coaching hi-potential leaders

Theme: Coaching in context
Area: Coaching
Type: Research & how it could be applied in practice

Session on Thursday, Jul 7th, 15:25
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Dr Rob Kabacoff is Vice President of Research at Management Research Group. Rob is a clinical psychologist and researcher and consultant in the areas of diversity and leadership, cross-cultural issues, and the development of effective leaders in a global economy. Since joining MRG in 1998, Rob has worked with organizations around the world to help identify the leadership practices most likely to bring success in a given industry, culture and context. Rob is also also the author of several books on research and new approaches to understanding data.

David Ringwood is Vice-president of Client Development for the Management Research Group. David has several decades of experience working with clients in all aspects of leadership, organisational development, and executive coaching. He began his career in investment banking with JP Morgan back in the late 1980s, then moved into professional services and consulting. He has worked with organisations such as Korn/Ferry International and Mercer HR Consulting and has lived in Ireland, UK, Eastern Europe and Asia/Pacific. His academic interests are in the area of Cognitive Linguistics, specifically in relation to psychometric scale interval accuracy and the conceptual precision of scale anchors. David is a Fellow of the Royal Statistical Society and is Past President of the Institute of Business Analysis & Consulting.


What leadership practices and competencies are most important for becoming a high-potential mid-level leader? Once promoted into a senior management position, what new behaviors must a hi-potential leader learn in order to avoid derailing and achieve a level of success? This presentation describes the results of two large global studies of managers and executives (N > 50,000). The first identifies the behaviors that differentiates managers identified as high-potentials from other managers. The second examines the behaviours that are most important for effectiveness in the executive positions. Together, they offer insight into how an individual can work towards becoming a high-potential leader in their own organisation. Additionally, they provide insight into how individuals, once promoted, can become more effective senior leaders and avoid the all-to-common experience of executive derailment. Coaching suggestions for working with individuals, their managers, and their organisations are provided for each step of the individual’s career.

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