HILLENBRAND INDUSTRIES, INC. 1998-2005—Batesville, Indiana.A leading international manufacturer and provider of products and services for the health care, financial, funeral service industries; 2005 revenues—$2+ billion; 10,000 employees.
Vice President and Corporate Officer, Leadership Development— 2001-2005
·Led Topgrading initiative to build a performance driven culture, resulting in 80%+ of top-100 leaders functioning as “A players”, and a concurrent share price increase of 120%+ over a four year period (profiled as “best practice” in Topgrading: How Leading Companies Win By Hiring, Coaching, And Keeping The Best People, Bradford Smart, Penguin Publishing Company 2005; and Training Today: Building A Performance Culture Based On Talent, July-August 2002).
·Created an enterprise-wide leadership talent review process that resulted in the identification of “mission critical” leadership roles and talent/capability gaps.This process led to the creation of new development assignments for 60%+ of the top 150 executives over a two-year period (featured in Industry Week, December 2003 as “best practice”; and Training Magazine: Measuring Corporate Smarts, August 2002).
·Established a targeted executive coaching process to focus coaching resources on critical strategic initiatives and high potential leaders, resulting in a 50%+ ($250K+) reduction of coaching costs and enhanced execution against business goals (profiled as a “best practice” in Corporate Executive Board “Gold Book,” Maximizing Returns on Professional Executive Coaching, 2003).
·Accelerated development and “ready now” status of 120 high-potentials through customized leadership development programs.
·Designed, developed and implemented a leadership on-boarding process that reduced by 50% the assimilation time, and accelerated the performance of newly hired talent
·Led the design and implementation of Normandy and Gettysburg leadership experience programs that resulted in improved alignment, cohesiveness and performance of the executive leadership team.
·Designed and implemented a CEO/ Executive Leadership Team performance management process resulting in improved executive goal-setting aligned with strategic business initiatives, strengthening performance review and evaluation processes.
·Created board member search, evaluation, and orientation process that facilitated the selection of seven new directors, and enhanced overall board governance capability.
·Led creation ofPeak Performance Center (modeled after USMA/ West Point Center) which focused on the development of the knowledge, behaviors and attributes of exceptional achievers.Center targeted leaders in new development roles, on acquisition integration teams and high-potentials leading key strategic initiatives (Journal of Organizational Excellence: Hillenbrand Industries Builds Leadership Capabilities to Drive Its New Business Strategy, Winter 2003).
Director, Leadership Development & Performance Improvement— 1998-2000
·Established Executive Leadership Development function that was recognized internationally (CRF Publishing—High Performance Leadership: Leaders Who Inspire and Deliver, London, April 2003; and Effective Talent Management, London, October 2003) for “Best Practices” in Leadership Development and Talent Management.
·Developed and validated an integrated leadership competency model that was used in the identification, assessment, and development of leaders throughout the enterprise.
·Designed and implemented a pre-employment/promotion assessment capability that resulted in the accurate and efficient assessment and selection of 500+ leaders.
·Managed the enterprise-wide implementation of a learning management system used in the deployment and tracking of learning for FDA compliance and sales/ service development.
·Led the implementation of an ongoing workforce engagement initiative that resulted in enhanced leadership retention rates over baseline metrics and the improvement in enterprise “Manager Quality” as evidenced by pre/post survey results.
·Created a web-enabled, 360 feedback process and on-line development tool, linked to the enterprise leadership competency model and talent management processes.
·Designed and managed “leadership summit” programs for the top 150 leaders, to integrate and align leadership development actions with key business growth initiatives.