People & Strategy Winter 2018 Vol. 41 No. 1 - 46

amount of time with our board, the
CEO and his direct reports discussing
the depth of our talent.
Sarah: We are constantly thinking
about what people bring to the table
and how we can develop them along
different paths. Instead of thinking of
a succession pipeline, which denotes
that a person steps on another person
to get to the top, we are thinking of it
as a portfolio of talent on a team. On
any sports team, you have people who
complement each other. You don't need
three first basemen on a baseball team.
We're applying the same thinking to
the diversity of talent we need and how
we groom and assess our leaders.
Michael: We developed our 2+2+2+5
model, which helps us create structured
development plans for individuals.
The first "2" represents our desire for
leaders to have experience in a product
organization and a sales organization
because these are core to our business.
The second "2" represents our desire
for leaders to have two experiences in
functional roles, such as finance and
technology. The third "2" represents
our desire for leaders to have experience in two different geographic
locations to ensure they have a global
perspective. The "5" considers other experiences that might help this individual grow, such as being part of an M&A
team or running an underperforming
portfolio. We want all of our leaders to
have a vast range of experiences.
P+S: Rather than grooming a specific type of leader, you're deliberately
developing well-rounded leaders who
create an interesting candidate pool.
Michael: Our focus gets sharper when
we see people in critical roles and a
clear succession path begins to form.
We value our culture of grooming and
developing leaders to ensure they're
not just focused on the outcome and
end-result, but also emphasizing the
"how" of delivering it. This is an important part of our leadership behavior
reinforcement. At a broader level, we
have a people manager effectiveness
survey, which gives our employees the
opportunity to provide annual feedback
46

PEOPLE + STRATEGY

to their manager on 16 elements of
people leadership skills.
P+S: What does the organization
require of HR that is new or different
today?
Edgar: First and foremost, we need to
recognize the importance of Mastercard, not just from a brand perspective,
but what it means for people. We provide an important service to 2.4 billion
cardholders. If our services are not
working properly, it has a direct impact
on their experience with us. We have
to take responsibility for that. As such,
we need to continue to emphasize that
we are evolving. Secondly, we are a true
global company. We need to think about
how we operate in 210 countries and
territories. Thirdly, we need to adapt to
be less policy-driven as an HR team and
more aligned with best practices.

Michael: Edgar recently ran a program
called "The Rising Stars" in India for
the technology operations group. The
program provides visibility to talent
who are located in remote locations
and identifies talent that has the potential for either a technical career or a
general manager career. Those selected
are given the opportunity to work on
a project and present their findings to
the leadership team.
Edgar: This program is forcing us to go
deeper and recognize the talent that
makes magic happen every day for us.
We identify the talent and then spend
an entire day with them. While salary and compensation are important,
spending a day with emerging talent is
truly priceless. It makes an impactful
difference in how they feel about the
company and the way they look at their
careers.

Susan: In my opinion, it even goes
beyond best practices. We need to be
looking through a different lens. It is all
about improving the employee experience - adapting policies or saying they
don't work anymore. We are constantly
focusing on what makes the most sense
for Mastercard and our employees, even
if it is not necessarily a best practice in
other companies. We're honing in on
what we're trying to create for Mastercard employees.

Michael: The program has been so
successful that we are trying to scale
it globally. We want to get deeper and
more connected to our talent around
the world.

Michael: We also need to be focused on
scale. Thinking about solutions that can
scale is important in terms of driving
the principles for our HR organization.
Everything we drive needs to connect
back to the overall strategy. How do we
continually iterate and adapt? Often
people get a sense that the HR function is governance and policy driven.
What we want to be known for is being
thoughtful risk-takers and meeting the
needs of various employees and segments that we have in the business.

Sarah: I would add it is very important
that our leaders remain accessible. We
do a good job of this. Junior leaders
need to know their leaders are present
for them.

Edgar: At the core of this is our desire
to evaluate situations through a lens
of being fair. We need to make people
understand that they are signing up
for an adventure. Every day will have its
own twist and wrinkle, but that is what
makes Mastercard unique.

P+S: What is the business leaders' own
role in identifying and developing the
next-generation of talent?
Susan: We need senior leaders to stay
relevant, open-minded and flexible.

Edgar: We also need our leaders to
practice active listening. The decisions
that we make need to be based on what
is fair and good for the vast majority,
not just based on historical trends or
relationships.
Michael: Some of the best learning
happens on the job. We need our
leaders to make the work interesting.
We need them to link the work back
to the strategy and purpose of Mastercard. Our leaders can play a key role in
driving the experience we want for our
employees.



Table of Contents for the Digital Edition of People & Strategy Winter 2018 Vol. 41 No. 1

From The Executive Editor
From The Guest Editors
Perspectives
So You Want to Be a High-Potential?
How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
Getting the Right People in the Hi-Po Pool
Wherefore Art Thou All Our Women High-Potentials?
Are Your HiPos Overrated?
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover1
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover2
People & Strategy Winter 2018 Vol. 41 No. 1 - 1
People & Strategy Winter 2018 Vol. 41 No. 1 - 2
People & Strategy Winter 2018 Vol. 41 No. 1 - 3
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Executive Editor
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Guest Editors
People & Strategy Winter 2018 Vol. 41 No. 1 - 6
People & Strategy Winter 2018 Vol. 41 No. 1 - 7
People & Strategy Winter 2018 Vol. 41 No. 1 - Perspectives
People & Strategy Winter 2018 Vol. 41 No. 1 - 9
People & Strategy Winter 2018 Vol. 41 No. 1 - 10
People & Strategy Winter 2018 Vol. 41 No. 1 - 11
People & Strategy Winter 2018 Vol. 41 No. 1 - 12
People & Strategy Winter 2018 Vol. 41 No. 1 - 13
People & Strategy Winter 2018 Vol. 41 No. 1 - 14
People & Strategy Winter 2018 Vol. 41 No. 1 - 15
People & Strategy Winter 2018 Vol. 41 No. 1 - 16
People & Strategy Winter 2018 Vol. 41 No. 1 - So You Want to Be a High-Potential?
People & Strategy Winter 2018 Vol. 41 No. 1 - 18
People & Strategy Winter 2018 Vol. 41 No. 1 - 19
People & Strategy Winter 2018 Vol. 41 No. 1 - 20
People & Strategy Winter 2018 Vol. 41 No. 1 - 21
People & Strategy Winter 2018 Vol. 41 No. 1 - How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
People & Strategy Winter 2018 Vol. 41 No. 1 - 23
People & Strategy Winter 2018 Vol. 41 No. 1 - 24
People & Strategy Winter 2018 Vol. 41 No. 1 - 25
People & Strategy Winter 2018 Vol. 41 No. 1 - 26
People & Strategy Winter 2018 Vol. 41 No. 1 - 27
People & Strategy Winter 2018 Vol. 41 No. 1 - Getting the Right People in the Hi-Po Pool
People & Strategy Winter 2018 Vol. 41 No. 1 - 29
People & Strategy Winter 2018 Vol. 41 No. 1 - 30
People & Strategy Winter 2018 Vol. 41 No. 1 - 31
People & Strategy Winter 2018 Vol. 41 No. 1 - Wherefore Art Thou All Our Women High-Potentials?
People & Strategy Winter 2018 Vol. 41 No. 1 - 33
People & Strategy Winter 2018 Vol. 41 No. 1 - 34
People & Strategy Winter 2018 Vol. 41 No. 1 - 35
People & Strategy Winter 2018 Vol. 41 No. 1 - 36
People & Strategy Winter 2018 Vol. 41 No. 1 - 37
People & Strategy Winter 2018 Vol. 41 No. 1 - Are Your HiPos Overrated?
People & Strategy Winter 2018 Vol. 41 No. 1 - 39
People & Strategy Winter 2018 Vol. 41 No. 1 - 40
People & Strategy Winter 2018 Vol. 41 No. 1 - 41
People & Strategy Winter 2018 Vol. 41 No. 1 - Executive Roundtable
People & Strategy Winter 2018 Vol. 41 No. 1 - 43
People & Strategy Winter 2018 Vol. 41 No. 1 - 44
People & Strategy Winter 2018 Vol. 41 No. 1 - 45
People & Strategy Winter 2018 Vol. 41 No. 1 - 46
People & Strategy Winter 2018 Vol. 41 No. 1 - 47
People & Strategy Winter 2018 Vol. 41 No. 1 - In First Person
People & Strategy Winter 2018 Vol. 41 No. 1 - 49
People & Strategy Winter 2018 Vol. 41 No. 1 - Linking Theory + Practice
People & Strategy Winter 2018 Vol. 41 No. 1 - 51
People & Strategy Winter 2018 Vol. 41 No. 1 - 52
People & Strategy Winter 2018 Vol. 41 No. 1 - 53
People & Strategy Winter 2018 Vol. 41 No. 1 - Insight into Action
People & Strategy Winter 2018 Vol. 41 No. 1 - 55
People & Strategy Winter 2018 Vol. 41 No. 1 - Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - 57
People & Strategy Winter 2018 Vol. 41 No. 1 - 58
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover3
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover4
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_3_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_2_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_1_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_4_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_3_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_2_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_1_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_4_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_3_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_2_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_1_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_38_4_2015
http://www.nxtbook.com/ygsreprints/HRPS/d52272_hrps_summer2015
http://www.nxtbook.com/ygsreprints/HRPS/d49675_hrps_spring2015
http://www.nxtbook.com/ygsreprints/HRPS/d47867_hrps_winter2015
http://www.nxtbook.com/ygsreprints/HRPS/hrps_fall2014_teaser
http://www.nxtbookMEDIA.com