• Home
• Conference Details
• Articles & Guidelines
• Conference Archives

So You Want to Be a Leader

In 1999, the Eastman Kodak Company initiated an aggressive plan to create a "Winning and Inclusive Culture" at Kodak Park - the company's largest worldwide manufacturing site. A major component of this effort was to strengthen leadership at all levels of the organization. A cross-functional team was convened to design the competency model that would drive future development of leaders at the site. All site leaders were then assessed against these competencies and many changes were made. In addition, a structures leadership development process was created for future leaders - focused on team leaders and frontline supervisors. This session will focus on: why the need for change, the Winning and Inclusive Culture Strategy Map, establishment of the on-site Leadership Assessment and Development Center (LADC), self-selection as part of the development process, assessment process and feedback as the basis for development, and leadership development certification process.

Karalee Piels currently is the Manager of the Leadership Assessment & Development Center for Eastman Kodak Company for the manufacturing business unit located in Rochester, New York (15,000 employee manufacturing center). Karalee has been with Kodak for 20 years and began working on the "Winning & Inclusive Culture Initiative in 2000." This has led her to lead a team through a design and development process for developing leaders at Kodak Park. She has selected tools and vendors to help them with this process and led the implementation. She has a MS in education and has had a variety of roles within Kodak in training design and development and in HR as a strategic business partner.

Scott's responsibilities include ensuring consulting technology integrity for Detroit operations; staying up-to-date and close to customers on Selection, Assessment, Start-up, Succession Management and Development issues to guide research, development and application; customizing competency models to align with clients' strategic business objectives; and coaching and developing DDI Associates in traditional and technology-supported Selection and Assessment solutions.

Previously, Scott held the role of General Manager of Consulting within DDI's Australian operation where he was responsible for managing projects, consultants and partners in Australia, New Zealand and Indonesia. Scott has also held the role of Principal Consultant and worked out of DDI's London office. He was responsible for a pan-European team that sold, designed, and delivered large-scale assessment systems. Scott has managed projects for organizations such as General Motors Corporation, Microsoft, Toyota, Cessna Aircraft, Mercedes Benz, Novartis, Eastman Chemical, Pratt & Whitney, and Coca-Cola. Scott also has been responsible for focusing on the application of human resource techniques to cross-cultural settings, for automating recruitment and staffing systems, and for educating Consultants and Account Directors in selection and assessment solutions.

Before joining DDI, Scott worked as a Consultant at Barrett and Associates, where he was responsible for test construction, assessment center development, in-basket development, technical report development, and data analysis. Scott earned a doctorate and master's degree in industrial/organizational psychology from the University of Akron, in Ohio. He is a member of the American Psychological Association and the Society for Industrial and Organizational Psychology.

• PDF of Presentation