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Four Future Trends in Leadership Development


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The environment that leaders operate in is changing so fast that the methods being used to develop them is not keeping pace. This session is based on a one year research project at Harvard focused on the question, 'What will the future of leadership development look like?'

In this session your organization will learn how to design and deliver leadership programs that equip leaders with the skills they need for an increasingly complex world. Topics to be addressed include:

- The emerging challenges for leaders in the workplace
- The skills and capacities needed by leaders to meet these challenges
- The four trends shaping the future of leadership development
- They key principals for the design of future leadership programs

Published in: Business

Four Future Trends in Leadership Development

  1. 1. 1  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Nick  Petrie   Future  Trends  in   Leadership  Development
  2. 2. 2  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Insights into these topics are based on research that spanned stakeholder, geographic, and disciplinary boundaries and interviews with researchers and practitioners. Many thanks to: Bill Torbert, Professor Emeritus of Leadership at the Carroll School of Management at Boston College Chelsea Pollen, Recruiting Specialist, Google Craig Van Dugteren, Senior Project Manager, Learning & Development, Victoria Police, Australia David Carder, Vice President and Executive Consultant, Forum Corporation Lisa Lahey, co-founder and principal of MINDS AT WORK™ Jeff Barnes, Head of Global Leadership, General Electric Jeffrey Yip, PhD Candidate, Boston University School of Management John Connell, Harvard School of Public Health Josh Alwitt, Vice President at Sapient Corporation Lucy Dinwiddie, Global Learning & Executive Development Leader, General Electric Maggie Walsh, Vice President of the Leadership Practice, Forum Corporation Marc Effron, President, The Talent Strategy Group; Author, One Page Talent Management Michael Kenney, Assistant professor, School of Public Affairs at Pennsylvania State University Robert Burnside, Partner, Chief Learning Officer, Ketchum Simon Fowler, Methodology Associate Consultant, Forum Corporation Stan Gryskiewicz, President & Founder at Association for Managers of Innovation Steve Barry, Senior Manager, Strategic Marketing, Forum Corporation Steve Kerr, Senior Advisor to Goldman Sachs, former CLO at General Electric Faculty at the Center for Creative Leadership: David Altman, Chuck Palus, Lyndon Rego, John McGuire, & Roland Smith Faculty at Harvard University: Ashida Nanda, Daniel Wilson, Richard Hackman, Monica Higgins, Dean Williams & Robert Kegan   Experts  Interviewed
  3. 3. 3  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   What  are  you  seeing  out  there?  
  4. 4. Leading During Complex and Uncertain Times Volatility Uncertainty Complexity Ambiguity ©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.  
  5. 5. 5  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   What  Skills/   A=ributes/   Capacities   will  be  most   important     for  leaders  ?
  6. 6. 6  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   What  will  be  most  important?    In sum, these skills/attributes/capacities will be most important for leaders: -  Adaptability -  Self-awareness -  Boundary spanners -  Collaborators -  Network thinkers
  7. 7. 7  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   How  well  are  we  doing?   The overriding theme of what I’ve been hearing from clients recently is that they’re a bit stunned – shocked, actually – at how the leadership development programs they’d had in place were not able to meet the needs of their business as we’ve gone through these tremendously disruptive economic changes over the past few years. Bill Pelster, Principal, Deloitte Consulting
  8. 8. 8  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   What  needs  to  be  stopped/phased   out  from  the  way  leadership   development  is  currently  done?
  9. 9. 9  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   What  needs  to  be  stopped/phased  out? •  “Competencies: They become either overwhelming in number or incredibly generic. If you have nothing in place they are O.K., but their use nearly always comes to a bad end.” •  “Competencies – They don’t add value.” •  “Competency models as the sole method for developing people. It is only one aspect and their application has been done to death.” •  “Competencies, especially for developing senior leaders. They are probably still OK for newer managers.” •  “Static individual competencies. We are better to think about meta competencies such as learning agility and self-awareness.”
  10. 10. 10  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Trend  1:  Greater  Focus  On  Vertical  Development  
  11. 11. 11  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Two  Types  of  Development
  12. 12. 12  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Horizontal Development: Refers  to  the  ‘adding’  of  more  knowledge,   skills  and  competencies  to  the  leader.  It  is  about  what  you  know.   Two  Types  of  Development Vertical development : It  is  about  how  you   think.  Refers  to   advancement  in  a   person’s  thinking   capacity.  The  outcome   of  ver-cal  development   is  the  ability  to  think  in   more  complex,  systemic,   strategic  and   interdependent  ways.      
  13. 13. ©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.  
  14. 14. -­‐  Interdependent  thinker   -­‐  See  systems,  pa2erns  and   connec5ons   -­‐  Longer  term  thinker   -­‐  Holds  mul5-­‐frame   perspec5ves   -­‐  Holds  contradic5ons       -­‐  Independent  thinker   -­‐  Self  directed   -­‐  Drives  an  agenda   -­‐  Take  stands  for  what   they  believe     -­‐  Guided  by  internal   compass     Complexity of Mind Stages of Development Time Socialized  Mind   -­‐  Team  player   -­‐  Faithful  follower   -­‐  Reliant  on  authority   -­‐  Seeks  direc5on   -­‐  Aligns  with  others   Self  Authoring  Mind   Self  Transforming   Mind  
  15. 15. 15  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Why  Vertical  Development  Ma=ers  “Each successive (level) or stair holds greater ability for learning, complex problem-solving and the ability to set new direction and lead change. People who gain another step can learn more, adapt faster, and generate more complex solutions than they could before. Those at higher levels can learn and react faster because they have bigger minds ... people at later stages are better at seeing and connecting more dots in more scenarios (which means they are better at strategy). That’s all. But that’s a lot.” (McGuire & Rhodes, 2009)
  16. 16. 16  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   ©2011 Center for Creative Leadership. All rights reserved.©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.   Ge7ing  Unstuck
  17. 17. 17  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   The  How  of  Vertical  Development    -­‐  Unlearning  -­‐   1.  See  the  Beliefs,  Assump5ons,  Stories   2.  Challenge  and  Unlearn  what  is   outdated,  invalid   3.  Experiment  and  try  on  newer,  more   advanced  mindsets  
  18. 18. 18  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Trend  2:  Transfer…   …of  greater   developmental   ownership  to   the  individual
  19. 19. 19  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Stop  Doing?   “Stop sending people to courses they don’t want to go to.”
  20. 20. ©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.  
  22. 22. 23  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Developmental  Networks  –  For  Behavior  Change   1. Choose 2 goals max. a. One potential strength (your ‘accelerator’) b. One weakness (your ‘brake’) 2. Make it public 3. Choose 5 – 7 trusted colleagues 4. Ask those colleagues for feedforward and feedback suggestions on a monthly basis 5. Mini – survey at 6 months
  23. 23. 24  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   ©2011 Center for Creative Leadership. All rights reserved. The  Research   ©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.   •  Research  done  on   11,000  participants   at  8  of  the  worlds  largest   companies.   •  In  every  company   studied  one  success   factor  emerged… How  much  Follow  Up  the  Leader  did
  24. 24. 25  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   ©2011 Center for Creative Leadership. All rights reserved.©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.   Exhibit  1:    My  Co-­‐‑Worker  Did  No  Follow-­‐‑Up
  25. 25. 26  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   ©2011 Center for Creative Leadership. All rights reserved.©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.   Exhibit  2:    My  Co-­‐‑Worker  Did  Some  Follow-­‐‑Up
  26. 26. 27  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   ©2011 Center for Creative Leadership. All rights reserved.©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.   Exhibit  3:    My  Co-­‐‑Worker  Did  Consistent  or  Periodic  Follow-­‐‑Up
  27. 27. 28  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Trend  3:  Leadership  as  a  Collective  Process  
  28. 28. ©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.  
  29. 29. 30  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Trend  4:  Innovation                                                                                                 Much greater focus on innovation in leadership development methods
  30. 30. 31  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.     Leadership  Development  Pieces   Robert  Kegan     –  Stages  of  Development   OWo  Sharma  &  Peter  Senge    –  Theory  U   Marshall  Goldsmith     –  Feedforward  Coaching   Kathy  Kram  &  Monica  Higgins     –  Developmental  Networks     Ronald  Heifetz     –  The  Holding  Environment   ?  
  31. 31. 32  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Common   Goals                               The  How  Of  Vertical • Delegate   • Let  go   • Listen/   don’t  speak   • Lose  control   • Lose   recognition   • Become   redundant     EMPOWER     BE   ASSERTIVE   PEOPLE   FOCUS   BE   CONFIDENT   Behaviors   Assumptions   • The  ‘Star’   • Voice  my  opinion   • Speak  with   certainty   • Make  decisions   and  give  directions   • Give  recognition   • Thank  people   • Open  up   • Show  some   emotion   • Step  out   • Take  action   • I  am  as  good  as   anyone  else   • People  will  get   upset   • ConLlict  will  occur   • Relationships  will   break  down   • Unsafe/  dangerous   • People  will  think   I  am  soft   • People  will   slacken  off   • Projects  will  fall   behind   • I  won’t  be  good   enough   • I  will  be  rejected   • Lower  than   others   • The  Stoic   (Tough  guy/   woman)   • The  ‘Relator’  (nice)   (anxieties)   Identity/   Story  
  32. 32. 33  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   (New) Behaviors (New) Beliefs & Assumptions Beliefs & Assumptions Behaviors Identity 360 Personality Profiles Experientials Identity - ‘Story’ of Self Peer Feedback Learning Transfer System Peer Coaching 1 on 1 Coaching Holding Container Days 1 2 3 4 4 1/2 Leadership Challenge (Stuck On) Workplace
  33. 33. 34  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   4  Trends    1.  Vertical Leadership Development 2.  Self-directed Leadership Development 3.  Collective Leadership Development 4.  Innovation in Leadership Development Methods What  insights  from  today  can  you  apply  back   at  your  workplace?
  34. 34. 35  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Contact and Resources • •