Future leadership dev

Future of Leadership Development Kevin WheelerAustralasian Talent Conference May 2010 Sydney, Australia

A PropositionTraditional leadership development isdesigned to:1. produce people able to make decisions in reasonably predictable situations.2. teach how to control information and rewards.3. ensure leaders act within expected boundaries.4. Take action/ accept accountability alone © 2010, Global Learning Resources, Inc. - Authorized Use Only 2

Traditional View of Leadership• It’s Serial – One leader succeeds another• It’s Individual – One and only one leader• It’s function is to Control – Makes the decisions. All follow.• It should be emotionless – Works objectively and with reference to facts, data, etc. © 2010, Global Learning Resources, Inc. - Authorized Use Only 3

• Current leadership is perfectly suited to a manufacturing world with low complexity & clear solutions.• Our development model works when turnover is low and work doesn’t change very fast.• Less effective in a complex, global, uncertain world. © 2010, Global Learning Resources, Inc. - Authorized Use Only

Example: BP & Oil Spill• INTERDEPENDENCIES – BP leadership • Oil rig experts – Field leaders • Clean-up experts – Region BP leadership – Disaster leadership • Ship captains – Louisiana government • Navy/Coast Guard – Mississippi government • Fishermen – U.S. Coast Guard • Volunteers – President Obama • Wildlife officials – Senators © 2010, Global Learning Resources, Inc. - Authorized Use Only 5

• CREATIVITY• How to stop a leak that no one has ever stopped before? • COMPLEXITY – Massive – This requires multiple problems to be addressed simultaneously. © 2010, Global Learning Resources, Inc. - Authorized Use Only 6

Other Recent Examples• Terrorism- How to deal with it from a corporate perspective• GFC – How to cope with it• Recession – impact on sales, workforce• Google – do business in China or not• Iceland volcano explosion/Ash cloud © 2010, Global Learning Resources, Inc. - Authorized Use Only 7

Emerging Leadership has to function• In highly complex situations. . .• with multiple, global and diverse interactions and interconnections. . .• and with very little certainty © 2010, Global Learning Resources, Inc. - Authorized Use Only 9

The Emerging Leadership Model• It’s Concurrent – Several may co-lead at the same time based on skills or experience• It’s a Collective activity – Many leaders /leadership of the team• It’s Collaborative – Shared ideas/collective decisions• Emotion is allowed. It’s Compassionate – Personalized decisions based on individual needs and desires. © 2010, Global Learning Resources, Inc. - Authorized Use Only 10

Vertical vs. Shared Leadership• Vertical appropriate • Shared appropriate – When there is. . . – When there is. . . • A straightforward • Need for decision to be made interdependency • A standard process in • High complexity place • Need for creativity • A simple, clear choice © 2010, Global Learning Resources, Inc. - Authorized Use Only

New Concepts• Broader definition of “leader” –Concept of “leaderfull” organizations. –Acceptance that all roles have leadership components.• Rotating leadership –Different leaders for different times © 2010, Global Learning Resources, Inc. - Authorized Use Only

Divergent Skills• Traditional Leader • New Leader – Analytical – Analytical – Focused/Unwavering – Flexible/Adaptable – Goal-oriented – Emotionally intelligent – Expert – Multi-skilled/Generalist – Controlling – Good listener – Decisive – Consensus builder – Defining the work – Open/transparent – Setting context I think & decide, you DO! I stimulate and inform, WE do! © 2010, Global Learning Resources, Inc. - Authorized Use Only 14

Dealing with Ambiguity• Developing skills in dealing with ambiguous situations and solving unknown problems. –Simulations –Scenario planning –Leveraging of social networks –Portals of information © 2010, Global Learning Resources, Inc. - Authorized Use Only 17

Dealing with Complexity• Learning how to simplify – reduce to simpler/essential levels.• Leveraging group knowledge – Crowd- Sourcing• Identifying mentors and advisors who can be quickly accessed. © 2010, Global Learning Resources, Inc. - Authorized Use Only 18

Dealing with Interdependencies• Developing cultural competence• Learning to collaborate• Consensus decision making• Building alliances and relationships• Leveraging social networks © 2010, Global Learning Resources, Inc. - Authorized Use Only 19

Fostering Creativity• Exploring and experimenting• Open to the new and different• Building diversity into everything “CEOs identify "creativity" as the most important leadership competency for the successful enterprise of the future.” -IBMs Institute for Business Value, May 2010 © 2010, Global Learning Resources, Inc. - Authorized Use Only 20

Challenging AssumptionsBUDGETS raise cost As little as possiblePLANS limit Have BIG goalsDEADLINES slow things down As fast as you canRULES are mostly stupid Whatever works © 2010, Global Learning Resources, Inc. - Authorized Use Only 21

Development’s New Focus• Focus will be on: – Leveraging social networks for ideas and learning – Being mentored (virtual and F2F) • Using retiring/retired Baby Boomers • Utilizing online forums – Development within a Context – Using portals containing: • Simulations • Video scenarios • Discussion groups • On-demand learning content © 2010, Global Learning Resources, Inc. - Authorized Use Only

–Less focus on classroom/theory.–Theory AFTER learning HOW.–Simulations/interactive problem solving–Social networks–Virtual repairs/lab experiments © 2010, Global Learning Resources, Inc. - Authorized Use Only

From “The Power of Pull”• Rather than molding individuals to fit the need of the institution, institutions will be shaped to provide platforms to help individuals achieve their full potential. . .• The success of institutions will depend on their ability to amplify the efforts of individuals. . . The Power of Pull, by John Hagel III, John Seely Brown, Lang Davidson © 2010, Global Learning Resources, Inc. - Authorized Use Only 25

A 21st Century Leader• Needs to deliberately practice . . . – negotiating and getting agreement between interdependent people/groups. – assembling harmonious groups. – Dealing with unpredictable and changing situations. – achieving business goals with limited to no control/position power and limited resources. – motivating and getting results from distributed people/teams. – being culturally sensitive and competent. – accepting transparency, choice and loss of control as a way of being. – Challenging assumptions © 2010, Global Learning Resources, Inc. - Authorized Use Only 26

Some Online Resources• http://leadershiplearning.org/• Leadership Development and Social Media http://vegardig.wordpress.com/• http://www.leader-values.com/wordpress/• http://www.byteeoh.com• http://www.futureoftalent.org• http://www.siliconyogi.com/andreas/it_profession al/sol/complexsystems/EmergentLeadership.html © 2010, Global Learning Resources, Inc. - Authorized Use Only 27

Thanks! • Write to me at : • kwheeler@glresources.com• Follow me on Twitter at: • www.twitter.com/kwheeler • Read my blog at: • http://www.byteeoh.com • My websites • www.glresources.com • www.futureoftalent.org © 2010, Global Learning Resources, Inc. - Authorized Use Only

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Future leadership dev

by Kevin Wheeler on Oct 08, 2011

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