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

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The Systematic Leadership Development Approach
Why Leadership? | MBA and Leadership | What means Leadership? | Learning to become a Leader | The Leadership Development Process | Leadership Development Instruments | Challenges

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

  1. 1. Leadership Development Guest Lecture ESB Business School 11-27-2013
  2. 2. # 2 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Disclaimer <disclaimer> </disclaimer>
  3. 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 15 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Leadership is a Personal Issue
  16. 16. # 16 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Under- standing Leader- ship
  17. 17. # 17 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com 6´ Model – Six Dimen- sions of Leadership
  18. 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. # 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. # 20 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com The Hero‘s Journey Source: Joseph Campbell
  21. 21. # 21 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com The Crucible: Your Assignment Source: Bennis/Thomas
  22. 22. # 22 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Learning and Change Model
  23. 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 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. # 38 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com Challenge #4 It becomes personal.
  39. 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.

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