Staff Associate Learning Experience Map

Key Rotational Experiences to Successful Leader Development Supervisory Development of individuals and team Performance management of difcult/unpleasant people issues Hiring/ring of employees Number of direct reports Quality of direct reports Diverse team (gender, ethnicity, age) Multiple layers of management Geographically dispersed team and individuals Leading those that are different from self Manage Relationships Highly Recommended in Every Rotation Inuence across divisions Establish strong peer networks Matrix management Alliances and partnerships Accountability/Deliver Results Generate revenue Cut costs P&L Large budget Quality Leadership and Support Work for top performing leader Role with successful senior management High performance team (work with other exceptionally talented people) Work with an Executive who develops, mentors, and expands your responsibilities and understandings beyond immediate job scope

Source: Sprint Corporation.

2005 Corporate Executive Board

Staff Associate Learning Experience Map (Continued)

Key Rotational Experiences to Successful Leader Development Technological Sophistication Work in technology sector of company Supervise a team of technology savvy Direct Reports Develop or manage technology-driven products and services Operations/Customer Facing High stakes Execute and deliver Personally address customer dissatisfactions Unfamiliar Responsibility Different function from comfort zone New area Lateral move Stretch compared to comfort zone Turnaround/Change Take over situation with inherent problems (take from bad to good) Take organization through redesign/major change initiatives Signicant, organization-wide employee problems Critical business need in danger of failure Take organization through lay-off; decommissioning Manage declining business Start-Up Launch new business Launch new product Rapid growth business Strategic Role *Only in 2nd and 3rd rotations Systems integration-enterprise-wide Strategy/Concept development situation Ambiguous/future state situations (not everything is known) Signicant communicate upward/outward role Increase in Job Scope Multiple function responsibility Large scope and scale More complex role and environment

Highly Recommended in at Least One Rotation

Source: Sprint Corporation.

2005 Corporate Executive Board

Staff Associate Learning Experience Map (Continued)

Key Rotational Experiences to Successful Leader Development Levels of Executive Leader Development Management Process Orientation Technical skill emphasis Self-contained team Short term planning horizon Organization/Systems Combination Technical/People skill emphasis Team impacts other functions/organizations Longer planning horizon Strategic Alliance/Partnership (external) management Vision: connecting current with future state High complexity Multiple Functional authority

Increasing Across All Rotations

Source: Sprint Corporation; The Leadership Pipeline; Charan, Drotter, and Noel; 2001; Developing Business Leaders for 2010; The Conference Board; 2002; As the World Turns, What Makes a Leader Today?; Syndicated Research Group, Inc.; The Evolving Role of Executive Leadership; Accenture Institute for Strategic Change; 2001; The McKinsey Quarterly: Real Change Leaders; McKinsey & Company; 1996; Developing Global Executives; McCall and Hollenbeck; 2002
2005 Corporate Executive Board