2010 center for creative leadership. all rights reserved. the changing world of leadership...
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2010 Center for Creative Leadership. All Rights Reserved.
THE CHANGING WORLD OF LEADERSHIP DEVELOPMENT
2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.
• CCL Global Executive Education
A singular focus on leadership development for over forty years
2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.
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• Volatility• Uncertainty• Complexity• Ambiguity
Our Global Environment – V.U.C.A
2010 Center for Creative Leadership. All Rights Reserved.2011 Center for Creative Leadership. All rights reserved.
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• Globalized Economies• Rapid Growth Markets• Multiple Stakeholders• Cross-Cultural Workforces• Shifting Demographics• Technology Drivers• Natural Disasters• Economic Crises
Rapid, Intersecting Changes
2010 Center for Creative Leadership. All Rights Reserved.
In 2007, CCL surveyed
nearly
250 senior executives
worldwide
on key leadership trends.
Leadership At The Peak
2010 Center for Creative Leadership. All Rights Reserved.2011 Center for Creative Leadership. All rights reserved.
The rise of
complex challenges
Top trend:
2010 Center for Creative Leadership. All rights reserved.
2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.
How effective are you?
How important is it for you to collaborate effectively across boundaries? (Survey of global
Executives)
2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.
Influencing
Network Thinking
• Key Leadership Skills for Adaptive Challenges
Innovation
Leadership
Complex
Thinking Skills
2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.
• Learning Agility: Two Mindsets
Dweck, C.S. (2006). Mindset: The new psychology of success. New York: Random House.
Fixed
• Avoids challenges
• Gives up easily
• Sees effort as fruitless or worse
• Ignores useful feedback
• Feels threatened by success of others
Gro
wth
• Embraces challenges
• Persists in the face of setbacks
• Sees effort as the path to mastery
• Learns from criticism
• Finds lessons and inspiration in the success of others
2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.
• Paradigm Shift of Leadership
The Rise of
Collective Leadership
What a Great
Leader Does
How do “Networks of
Leadership” Flourish
Individual
Development
Collective Capability
Leadership Culture
The individual
“Heroic Leader”
2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.
Quantity
Collective Capabilities
Leadership Culture
Qualities
Leadership Strategy
Business Strategy
Integrating Business and Leadership Strategy
Skills / Behaviours
2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.
Your strategic intent for what sustainable leadership will look like and how it will be developed in your organization.
Your corporate university’s implicit and explicit choices about the leadership culture, practices, and people systems needed to ensure enduring organizational success.
• What Is Leadership Strategy?
2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.
• Developing Leadership Strategy and Culture• Organizational Analysis & Research• Custom Leadership Solutions & Impact
Evaluations• Open-enrollment programs• Licensing of custom content and train-the-trainer
models• Technology-driven solutions
• How CCL Partners with Corporate Universities
2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.
A singular focus on leadership development for over forty years
Thank You
2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.
• Open Flows of Information• Flexible Hierarchies• Distributed Resources• Distributed Decision-Making• Loosening of Centralized Controls
• Leadership as a Shared Process
2010 Center for Creative Leadership. All Rights Reserved.
2 Premises:
• New leadership competencies are needed for the future in our organizations
Therefore…
• Corporate Universities need to enable and support the development of these new leadership competencies
2010 Center for Creative Leadership. All Rights Reserved.
New Leadership
• WHAT competencies are needed by CU leaders?
• HOW are these competencies developed?
• WHY is a Leadership Strategy important for a CU?
2010 Center for Creative Leadership. All Rights Reserved.
Two types of development
Horizontal
Vertical
2010 Center for Creative Leadership. All Rights Reserved.
An Effective Leadership Strategy considers:
• The QUANTITY of leaders needed• The QUALITIES desired (Background, diversity,
experience)• The COMPETENCIES needed to implement business
strategy• The COLLECTIVE LEADERSHIP CAPABILITIES of
leaders acting together, across boundaries• The desired LEADERSHIP CULTURE
2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.
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• Strategic Thinking
• Building and Leading
Teams
• Interpersonal
Relationships
• Managing Change and
Adapting
Critical Gaps (APAC) - CCL Leadership Development Program
Data