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2011 Women’s Leadership Conference    “Go Where There Be Dragons”    Leadership Essentials for 2020 and Beyond    Sophia A...
Business needs     leadership correction,    calibration, and change.1   © 2010 The Conference Board, Inc. | www.conferenc...
So Says The Conference Board Councils     Asia-Pacific Talent, Leadership Development and Organization      Effectiveness...
WHY?3   © 2010 The Conference Board, Inc. | www.conferenceboard.org
Why leadership change is not         happening naturally? What kind of language do we use about                          ...
Perspective #1                                                                              The speed of change is changi...
Perspective #2          Human Capital risk is #1 in significance                 (% respondents)     Source: Best practice...
Human Capital risk is managed LESS effectively than       almost everything except terrorism and climate change.          ...
Source: Best practice in risk management: A function comes of age. (An Economist Intelligence Unit report sponsored by ACE...
Perspective #3                                                                   A.C. Nielsen study:                      ...
Perspective #4     2011 CEO Challenge Survey10   © 2010 The Conference Board, Inc. | www.conferenceboard.org
GLOBAL     Talent is ranked second among the top challenges faced     by CEOs around the globe for 2011     Top 3 Global C...
GLOBAL          Regional results show significant variation in top 3-          challenges for CEOs across regions         ...
Business needs  leadership correction, calibration, and change.13   © 2010 The Conference Board, Inc. | www.conferenceboar...
HOW?14   © 2010 The Conference Board, Inc. | www.conferenceboard.org
LEADERSHIP      DEVELOPMENT15   © 2010 The Conference Board, Inc. | www.conferenceboard.org
GLOBAL     Importance of Leadership Development     Top 3 Global Strategies for Talent1                         Improve le...
CAUTION!     The old way of developing leaders – to clone anorganization’s current leaders – is outmoded. Do that now    a...
Tomorrow’s leadership developers must      Stop looking in the rearview mirror      Question conventional wisdom      G...
NEW C-LEVEL MINDSET        The C-suite should understand that        leadership development is not an event; it        is ...
Leadership Development – C-Level Strategies      Take an active role in internal development; become involved in teaching...
Questions & Answers21   © 2010 The Conference Board, Inc. | www.conferenceboard.org
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Leadership Attributes What Can We Expect in Our Dynamic Global Economy?

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Transcript of "Leadership Attributes What Can We Expect in Our Dynamic Global Economy?"

  1. 1. 2011 Women’s Leadership Conference “Go Where There Be Dragons” Leadership Essentials for 2020 and Beyond Sophia A. Muirhead General Counsel and Corporate Secretary The Conference Board, Inc. April 13, 20110 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  2. 2. Business needs leadership correction, calibration, and change.1 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  3. 3. So Says The Conference Board Councils  Asia-Pacific Talent, Leadership Development and Organization Effectiveness Council  European Council of Human Resources Executives  European Council on Learning, Leadership, and Organizational Development  European Council for Diversity in Business  Leadership Development Council  Council on Learning, Development, and Organizational Performance  Executive Council for Talent and Organizational Development2 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  4. 4. WHY?3 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  5. 5. Why leadership change is not happening naturally? What kind of language do we use about Decisive, courageous, visionary, inspiring, leaders and leadership? B moving team toward goal, great in adversity. How does the media portray leaders? I Men, firm, heroic/the lonely hero, beautiful people, charismatic, lions and elephants, aggressive, bigger than life. What does leadership look like based on these descriptions? A Decisive, bias for action, engaged, able to execute, gravitas, deploy the troops, figurehead S This material is based on a May 2010 presentation to a joint Council session by Professor Binna Kandola, senior partner and co-founder of Pearn Kandola, a leading practice of business psychologists, specializing in assessment, development, diversity, and well-being, with offices in the United Kingdom and France. Kandola’s most recent book, The Value of Difference: Eliminating Bias in Organizations, was published by Pearn Kandola Publishing in 2009. 4 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  6. 6. Perspective #1  The speed of change is changing.  Changing expectations of the workforce.  Globalization has given way to complexity.  Government oversight and regulation is growing in all regions of the globe. Corporate social responsibility is becoming a key component of doing business. Managing polarities – continuity vs. change; being global but acting local; continuous improvement vs. fundamental innovation. You can no longer control the conversation. Shareholders (from employees to customers, to board of directors) have access to information, not all of it necessarily accurate or flattering.In a world that can seem as if it is spinning out of control, leaders willneed new skills and behaviors to manage new drivers that include ANDincreased speed, complexity, and customer sophistication Greater access to information at greater speed actually means more ambiguity, not less.5 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  7. 7. Perspective #2 Human Capital risk is #1 in significance (% respondents) Source: Best practice in risk management: A function comes of age. (An Economist Intelligence Unit report sponsored by ACE, IBM and KPMG) February 2007 (Data are an average measure taken from surveys over the previous two years)6 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  8. 8. Human Capital risk is managed LESS effectively than almost everything except terrorism and climate change. (% respondents) Source: Best practice in risk management: A function comes of age. (An Economist Intelligence Unit report sponsored by ACE, IBM and KPMG) February 2007 (Data are an average measure taken from surveys over the previous two years)7 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  9. 9. Source: Best practice in risk management: A function comes of age. (An Economist Intelligence Unit report sponsored by ACE, IBM and KPMG) February 2007 (Data are an average measure taken from surveys over the previous two years)8 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  10. 10. Perspective #3 A.C. Nielsen study: 2/3 of respondents believe the looming talent shortage will cost them at least USD $50M. 1/3 of survey respondents with revenues of more than $1B believe the hit will top USD $100M.9 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  11. 11. Perspective #4 2011 CEO Challenge Survey10 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  12. 12. GLOBAL Talent is ranked second among the top challenges faced by CEOs around the globe for 2011 Top 3 Global Challenges Business growth 1.65 Talent .74 Cost optimization .72 Innovation .70 Government regulation .59 Corporate brand and reputation .42 Customer relationships .40 Sustainability .37 International expansion .29 Investor relations .09 .00 .50 1.00 1.50 2.00  # of observations: 704, number of observations for each challenge varies.11 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  13. 13. GLOBAL Regional results show significant variation in top 3- challenges for CEOs across regions Global United States Europe Asia Rest of World 1 Business growth Business growth Business growth Talent Business growth Government Government 2 Talent Cost optimization Business growth regulation regulation 3 Cost optimization Innovation Innovation Innovation Innovation Customer Corporate brand Corporate brand 4 Innovation Talent relationships and reputation and reputation Government Government Customer 5 Cost optimization Sustainability regulation regulation relationships Customer International International 6 Cost optimization Cost optimization relationships expansion expansion Corporate brand Customer Government 7 Talent Talent and reputation relationships regulation Corporate brand Customer 8 Sustainability Sustainability Sustainability and reputation relationships International Corporate brand International International 9 Sustainability expansion and reputation expansion expansion 10 Investor relations Investor relations Investor relations Investor relations Investor relations12 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  14. 14. Business needs leadership correction, calibration, and change.13 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  15. 15. HOW?14 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  16. 16. LEADERSHIP DEVELOPMENT15 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  17. 17. GLOBAL Importance of Leadership Development Top 3 Global Strategies for Talent1 Improve leadership development programs, grow talent internally 1.03 Enhance effectiveness of the senior management team .81 Provide employee training and development .53 Improve leadership succession planning .49 Hire more talent in the open market .46 Promote and reward entrepreneurship and risk taking .45 Raise employee engagement .43 Increase diversity and cross-cultural competencies .37 Flatten organization; empower leadership from the bottom up .36 Redesign financial rewards and incentives .34 Manage multi-generational workforce .25 Invest in education system to improve workforce readiness .23 Invest in automation and technology to reduce exposure to the scarcity of talent .13 Other, please specify: .07 Redesign benefits, e.g. health care and retirement .02 .00 .50 1.00 1.50  (1) # of observations: 258, # of observations for each strategy varies. (2) # of observations: 7416 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  18. 18. CAUTION! The old way of developing leaders – to clone anorganization’s current leaders – is outmoded. Do that now and you are at risk of being irrelevant. Leadership programs you develop for high potentials now may not be relevant when they are ready to lead. 17 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  19. 19. Tomorrow’s leadership developers must  Stop looking in the rearview mirror  Question conventional wisdom  Get middle managers on board  Develop a leadership brand  Don’t assume managers know how to draft development goals18 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  20. 20. NEW C-LEVEL MINDSET The C-suite should understand that leadership development is not an event; it is a commitment, and the C-suite is accountable. Leadership development is time intensive and requires the commitment of senior leaders. This responsibility cannot be relegated.19 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  21. 21. Leadership Development – C-Level Strategies  Take an active role in internal development; become involved in teaching, mentoring and coaching  Provide leadership in emerging leader/ HI-PO programs that reach employees earlier and advance them faster than the organization is used to doing  Think through the opportunities you have to provide developmental opportunities (both formal and informal) for the next generation of leadership  Insure that all programs link to talent management actions including rewards, mobility programs and succession planning  Participate in candid discussions about the leadership behaviors necessary for success now and in the future; work for a collective vision that can be articulated and acted upon  Hold each other accountable for the upholding “ground rules”  Seek feedback as an individual and as a team so that you can continue to address current and future challenges as a high-performing team  Communicate often about what matters and why  Speak about your own developmental journey20 © 2010 The Conference Board, Inc. | www.conferenceboard.org
  22. 22. Questions & Answers21 © 2010 The Conference Board, Inc. | www.conferenceboard.org
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