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Leadership Development
Guest Lecture
ESB Business School 11-27-2013
# 2 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Disclaimer
<disclaimer>
</disclaimer>
# 3 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Table of Contents
• Why Leadership? 4-11
• MBA and Leadership 12
• What means Leadership? 13-18
• Learning to become a Leader 19-22
• Leadership Development Process 23-27
• Leadership Development Instruments 28-34
• Challenges 35-38
# 4 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Why Leadership?
You‘re heading for a
management position –
or something even more
challenging?
# 5 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Industry Leadership – CEOs 2004
»CEOs across the world are renewing
their organizations for growth.«
(IBM Global CEO Study 2004)
# 6 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Industry Leadership – CEOs 2006
»Fully 65 percent of chief executives
and other leaders say they will have
to make fundamental changes in
their businesses over the next two
years.«
(IBM Global CEO Study 2006)
# 7 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Industry Leadership – CEOs 2008
»Organizations are bombarded by
change, and many are struggling to keep
up. Eight out of ten CEOs see significant
change ahead, and yet the gap between
expected change and the ability to
manage it has almost tripled since our
last Global CEO Study in 2006.«
(IBM Global CEO Study 2008)
# 8 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Industry Leadership – CEOs 2010
»The world’s private and public sector leaders believe that a
rapid escalation of ›complexity‹ is the biggest challenge
confronting them. They expect it to continue—indeed, to
accelerate—in the coming years.
They are equally clear that their enterprises today are not
equipped to cope effectively with this complexity in the global
environment.
Finally, they identify ›creativity‹ as the single most important
leadership competency for enterprises seeking a path through
this complexity.«
(IBM Global CEO Study 2010)
# 9 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Industry Leadership – CEOs 2012
»This year, they identified the overflow of
data and information as one of the most
important issues influencing their
strategic business decisions.«
(IBM Global CEO Study 2012)
# 10 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
A signal for Leadership Capability?
»The prevailing mood in the upper
echelons of business is ›insecurity and
fear‹. They regard their environment as
›VUCA world‹«.
(Nobert Sack, Egon Zehnder International @
ESMT Annual Forum 2013)
# 11 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
from κόσμος to VUCA Environment
V – Volatiliy
U – Uncertainty
C – Complexity
A – Ambiguity
=> A Substantial Leadership Challenge
# 12 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Résumé after some 100 years…
»Business as usual [in MBA education] will not
[...] produce the skilled, self-aware leaders who
are so desperately needed to tackle global
problems, deal creatively with uncertain,
ambiguous environments, get things done in
complex, multilayered organizations, and act
prudently in the face of risk.«
(Datar, Garvin et al. 2010 - Rethinking the MBA, 103.)
# 13 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Führung
»ist eine Kunst, eine auf Charakter,
Können und geistiger Kraft
beruhende schöpferische Tätigkeit.«
(HDv 100/100 - 2007)
# 14 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Leadership
»is an art, a creative activity based
on character, competence, and
mental strength.«
(HDv 100/100 - 2007)
# 15 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Leadership is a Personal Issue
# 16 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Under-
standing
Leader-
ship
# 17 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
6´ Model –
Six Dimen-
sions of
Leadership
# 18 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Who is making You a Leader?
 Your followers will empower you –
or they won‘t.
 They trust in you – or not.
 Your Personal Integrity is the Crucial Factor!
# 19 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Leadership can‘t be taught,
but it can be learned
• The story behind leadership development is
the story of human growth to maturity – and
beyond.
• It‘s a story about self-development!
• Every human can grow with the challenges
he is facing –
• if he really commits himself to it.
# 20 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
The Hero‘s Journey
Source: Joseph Campbell
# 21 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
The Crucible: Your Assignment
Source: Bennis/Thomas
# 22 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Learning and Change Model
# 23 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Leadership Development Process
Needs
Assessment
Candidates
Assessment
Carry out
Development
Measures
Process and
Outcome
Evaluation
# 24 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Roles and Actors
• CEO / Managing Director:
– Provide Attention and Sponsorship: »People first, strategy
second!« (Jim Collins)
– Provide a Leadership Role Model
– Develop the Culture of the Organization
• Line Manager:
– Identify the gifted – by challenging them.
– Develop the gifted – by challenging them.
• HR Manager:
– Recruitment – internal and external
– Conceptualize, implement, and organize development tracks
– Identify, evaluate, and organize means of development
# 25 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Understanding Needs
Needs
Assessment
HR Dev. (generic)
Strategic change
process (acute)
Defective Leadership
Culture
# 26 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Recognize Potential
•Leader or Expert?
•Character: INTEGRITY / VIRTUE
•Competences
•Orientation for Action
# 27 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
• Online Self-Assessment
• Assessment Center
• Development Center
• 360° Feedback
• LeadershipLabs
Potential Analysis Instruments
Personal
Leadership
and Career
Strategy
# 28 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Leadership Development Instruments
Leadership
Potential
Implementation
Assignment
Mgmt.
Mentoring
Leadership
Learning
Labs
Workshops
Peer Coaching
Executive
Coaching
# 29 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Assignment Management
Real Leadership Assignments*
– Projects w/ real budget and real business
objectives
– Disciplinary responsibility
*Crucibles:
People grow with their assignments.
Leadership competencies develop in real world
leadership practice.
# 30 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Mentoring
• Learning doesn‘t necessarily require
teachers, but experienced persons, who
challenge and benevolently accompany the
development processes.
• Mentors are sponsors!
• Mentoring facilitates the flow of knowledge
between generations.
# 31 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
CFL LeadershipLearningLabs
Use the spaces and opportunities in “nature“ for
experiences that convey key competencies for leadership
in four learning scenarios – sea, forest, river, mountain.
The extreme levels of abstraction and sensory deprivation
of today’s work environment are suspended. One’s
actions, their context and their consequences are
immediately perceived.
sea
departure
forest river mountain sea
arrival
# 32 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Workshops
• All (CFL-) workshops follow a methodology
developed from peer coaching techniques
which solves the problem of the transfer from
class room to real life practice:
– Based on client cases individual and concrete
solution strategies are developed collaboratively.
– This guarantees effectiveness, the small number of
participants (max. 12) efficiency.
– Every workshop is led by two trainers.
# 33 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Peer
Coaching
What‘s the
case?
What‘s the
situation?
What are
the
objectives?
Develop a
solution
strategy!
Implement!
Evaluate!
Peer Coaching
• Helps leaders to learn to
collaborate in a team.
• Facilitates better
solutions by integration
of different perspectives.
• Fosters the flow of
information, experience
and knowledge.
• Strengthens the
cohesion within the
organization.
# 34 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Executive Coaching
• Enables clients to achieve result they wouldn’t
have achieved on their own
• Increases the likelihood of attaining outcomes
• Reduces anxiety, stress, and depression
• Improves quality of life
• Increases insight
• Reduces musing
(Research by Prof. Anthony M. Grant, University of Sydney)
# 35 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Challenge #1
The only human being
that actually wants change
is a wet baby.
(Manfred Kets de Fries)
# 36 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Challenge #2
Technology is easy –
people are hard.
(John Gage, Sun Microsystems)
# 37 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Challenge #3
Technology alone is not enough.
It's technology married with the
liberal arts, married with the
humanities that yields the results
that makes our hearts sing.
(Steve Jobs)
# 38 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Challenge #4
It becomes
personal.
# 39 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
Any Questions?
Peter Graeser
p.graeser@centre-for-leadership.com
www.centre-for-leadership.com
blog.centre-for-leadership.com
Führen lernen. Der Weg zur
Führungskompetenz und zur
persönlichen Karriere-Strategie.

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Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

  • 1. Leadership Development Guest Lecture ESB Business School 11-27-2013
  • 2. # 2 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Disclaimer <disclaimer> </disclaimer>
  • 3. # 3 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Table of Contents • Why Leadership? 4-11 • MBA and Leadership 12 • What means Leadership? 13-18 • Learning to become a Leader 19-22 • Leadership Development Process 23-27 • Leadership Development Instruments 28-34 • Challenges 35-38
  • 4. # 4 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Why Leadership? You‘re heading for a management position – or something even more challenging?
  • 5. # 5 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Industry Leadership – CEOs 2004 »CEOs across the world are renewing their organizations for growth.« (IBM Global CEO Study 2004)
  • 6. # 6 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Industry Leadership – CEOs 2006 »Fully 65 percent of chief executives and other leaders say they will have to make fundamental changes in their businesses over the next two years.« (IBM Global CEO Study 2006)
  • 7. # 7 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Industry Leadership – CEOs 2008 »Organizations are bombarded by change, and many are struggling to keep up. Eight out of ten CEOs see significant change ahead, and yet the gap between expected change and the ability to manage it has almost tripled since our last Global CEO Study in 2006.« (IBM Global CEO Study 2008)
  • 8. # 8 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Industry Leadership – CEOs 2010 »The world’s private and public sector leaders believe that a rapid escalation of ›complexity‹ is the biggest challenge confronting them. They expect it to continue—indeed, to accelerate—in the coming years. They are equally clear that their enterprises today are not equipped to cope effectively with this complexity in the global environment. Finally, they identify ›creativity‹ as the single most important leadership competency for enterprises seeking a path through this complexity.« (IBM Global CEO Study 2010)
  • 9. # 9 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Industry Leadership – CEOs 2012 »This year, they identified the overflow of data and information as one of the most important issues influencing their strategic business decisions.« (IBM Global CEO Study 2012)
  • 10. # 10 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com A signal for Leadership Capability? »The prevailing mood in the upper echelons of business is ›insecurity and fear‹. They regard their environment as ›VUCA world‹«. (Nobert Sack, Egon Zehnder International @ ESMT Annual Forum 2013)
  • 11. # 11 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com from κόσμος to VUCA Environment V – Volatiliy U – Uncertainty C – Complexity A – Ambiguity => A Substantial Leadership Challenge
  • 12. # 12 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Résumé after some 100 years… »Business as usual [in MBA education] will not [...] produce the skilled, self-aware leaders who are so desperately needed to tackle global problems, deal creatively with uncertain, ambiguous environments, get things done in complex, multilayered organizations, and act prudently in the face of risk.« (Datar, Garvin et al. 2010 - Rethinking the MBA, 103.)
  • 13. # 13 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Führung »ist eine Kunst, eine auf Charakter, Können und geistiger Kraft beruhende schöpferische Tätigkeit.« (HDv 100/100 - 2007)
  • 14. # 14 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Leadership »is an art, a creative activity based on character, competence, and mental strength.« (HDv 100/100 - 2007)
  • 15. # 15 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Leadership is a Personal Issue
  • 16. # 16 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Under- standing Leader- ship
  • 17. # 17 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com 6´ Model – Six Dimen- sions of Leadership
  • 18. # 18 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Who is making You a Leader?  Your followers will empower you – or they won‘t.  They trust in you – or not.  Your Personal Integrity is the Crucial Factor!
  • 19. # 19 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Leadership can‘t be taught, but it can be learned • The story behind leadership development is the story of human growth to maturity – and beyond. • It‘s a story about self-development! • Every human can grow with the challenges he is facing – • if he really commits himself to it.
  • 20. # 20 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com The Hero‘s Journey Source: Joseph Campbell
  • 21. # 21 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com The Crucible: Your Assignment Source: Bennis/Thomas
  • 22. # 22 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Learning and Change Model
  • 23. # 23 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Leadership Development Process Needs Assessment Candidates Assessment Carry out Development Measures Process and Outcome Evaluation
  • 24. # 24 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Roles and Actors • CEO / Managing Director: – Provide Attention and Sponsorship: »People first, strategy second!« (Jim Collins) – Provide a Leadership Role Model – Develop the Culture of the Organization • Line Manager: – Identify the gifted – by challenging them. – Develop the gifted – by challenging them. • HR Manager: – Recruitment – internal and external – Conceptualize, implement, and organize development tracks – Identify, evaluate, and organize means of development
  • 25. # 25 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Understanding Needs Needs Assessment HR Dev. (generic) Strategic change process (acute) Defective Leadership Culture
  • 26. # 26 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Recognize Potential •Leader or Expert? •Character: INTEGRITY / VIRTUE •Competences •Orientation for Action
  • 27. # 27 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com • Online Self-Assessment • Assessment Center • Development Center • 360° Feedback • LeadershipLabs Potential Analysis Instruments Personal Leadership and Career Strategy
  • 28. # 28 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Leadership Development Instruments Leadership Potential Implementation Assignment Mgmt. Mentoring Leadership Learning Labs Workshops Peer Coaching Executive Coaching
  • 29. # 29 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Assignment Management Real Leadership Assignments* – Projects w/ real budget and real business objectives – Disciplinary responsibility *Crucibles: People grow with their assignments. Leadership competencies develop in real world leadership practice.
  • 30. # 30 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Mentoring • Learning doesn‘t necessarily require teachers, but experienced persons, who challenge and benevolently accompany the development processes. • Mentors are sponsors! • Mentoring facilitates the flow of knowledge between generations.
  • 31. # 31 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com CFL LeadershipLearningLabs Use the spaces and opportunities in “nature“ for experiences that convey key competencies for leadership in four learning scenarios – sea, forest, river, mountain. The extreme levels of abstraction and sensory deprivation of today’s work environment are suspended. One’s actions, their context and their consequences are immediately perceived. sea departure forest river mountain sea arrival
  • 32. # 32 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Workshops • All (CFL-) workshops follow a methodology developed from peer coaching techniques which solves the problem of the transfer from class room to real life practice: – Based on client cases individual and concrete solution strategies are developed collaboratively. – This guarantees effectiveness, the small number of participants (max. 12) efficiency. – Every workshop is led by two trainers.
  • 33. # 33 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Peer Coaching What‘s the case? What‘s the situation? What are the objectives? Develop a solution strategy! Implement! Evaluate! Peer Coaching • Helps leaders to learn to collaborate in a team. • Facilitates better solutions by integration of different perspectives. • Fosters the flow of information, experience and knowledge. • Strengthens the cohesion within the organization.
  • 34. # 34 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Executive Coaching • Enables clients to achieve result they wouldn’t have achieved on their own • Increases the likelihood of attaining outcomes • Reduces anxiety, stress, and depression • Improves quality of life • Increases insight • Reduces musing (Research by Prof. Anthony M. Grant, University of Sydney)
  • 35. # 35 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Challenge #1 The only human being that actually wants change is a wet baby. (Manfred Kets de Fries)
  • 36. # 36 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Challenge #2 Technology is easy – people are hard. (John Gage, Sun Microsystems)
  • 37. # 37 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Challenge #3 Technology alone is not enough. It's technology married with the liberal arts, married with the humanities that yields the results that makes our hearts sing. (Steve Jobs)
  • 38. # 38 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Challenge #4 It becomes personal.
  • 39. # 39 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Any Questions? Peter Graeser p.graeser@centre-for-leadership.com www.centre-for-leadership.com blog.centre-for-leadership.com Führen lernen. Der Weg zur Führungskompetenz und zur persönlichen Karriere-Strategie.