The document discusses a lack of effective leadership in many organizations. Only 27% of organizations believe they have the leaders needed for the future. It introduces the concept of "enterprise leaders" - leaders who achieve their own goals while also improving performance across their organization by building connections between teams. True enterprise leaders are still rare, comprising just 10% of leaders. The document advocates for assessing leaders on their network performance and benchmarking against peers to identify enterprise leaders, as well as training programs to develop more leaders with this mindset.

1. Do Your Leaders
Miss the Big
Picture?
Drive Results.
Faster.

2. Our recent research
shows that only
of organizations
have the leaders they need
for the future.
27%

3. Agility: Only 25% believe leaders will
be able to adapt to a significant change
in business strategy.
Innovation: Only 22% say their organization
is effective at generating innovative ideas.
And HR leaders agree,
with specific concerns around…

4. So what’s
the reason
for this lack
of confidence?

5. While their abilities
haven’t changed,
the leadership
environment has.

6. 6 out of 10 leaders
have seen an increase over the last
three years in the number of stakeholders
to consult before making a decision.

7. 8 out of 10 leaders
have a much wider scope of responsibility
than previously.
6 out of 10 leaders
have seen an increase over the last
three years in the number of stakeholders
to consult before making a decision.

8. of leaders spend more time
working with direct reports
in different locations than
3 years ago.
58%

9. This new work
environment
demands a different
kind of leadership
to drive results.

10. Leaders hitting
individual targets
isn’t enough.

11. At CEB, we’ve identified
a new model for leader
success, where the most
impactful leaders are
those who:
Achieve strong
performance by
reaching their goals
and leading their teams
to do the same…

12. …and also
Show great
networked leadership
outcomes—building
bridges with
other leaders and
teams to share
resources and best
practices to improve
results across the
organization

13. We call them
enterprise leaders.

14. Enterprise leaders drive:
1 Leader Task Performance: Achieve their
own individual tasks and objectives
2 Leader Network Performance: Improve others’ performance
and use others’ contribution to improve their own performance
3 Team Task Performance: Lead their teams to achieve their
collective tasks and assignments within the team
4 Team Network Performance: Lead their teams to be network
performers outside of the immediate team

15. Enterprise leaders drive:
1 Leader Task Performance: Achieve their own individual tasks
and objectives
2 Leader Network Performance: Improve
others’ performance and use others’
contribution to improve their own
performance
3 Team Task Performance: Lead their teams to achieve their
collective tasks and assignments within the team
4 Team Network Performance: Lead their teams to be network
performers outside of the immediate team

16. Enterprise leaders drive:
1 Leader Task Performance: Achieve their own individual tasks
and objectives
2 Leader Network Performance: Improve others’ performance
and use others’ contribution to improve their own performance
3 Team Task Performance: Lead their teams
to achieve their collective tasks and
assignments within the team
4 Team Network Performance: Lead their teams to be network
performers outside of the immediate team

17. Enterprise leaders drive:
1 Leader Task Performance: Achieve their own individual tasks
and objectives
2 Leader Network Performance: Improve others’ performance
and use others’ contribution to improve their own performance
3 Team Task Performance: Lead their teams to achieve their
collective tasks and assignments within the team
4 Team Network Performance: Lead their
teams to be network performers outside
of the immediate team

18. The benefits of this new approach are clear.
Teams with enterprise leaders have:
12% higher revenue
20% higher customer satisfaction
23% higher innovation
30% higher engagement

19. However, these leaders
are few and far between—
barely 1 in 10 leaders are
true enterprise leaders.

20. So how do you know
who the enterprise
leaders are in your
organization?

21. Objective assessment
gives you a snapshot
of your leadership team—
both individually and
looking across functions
and business units.

22. Assess leaders on their ability to:
1 Leverage and support the work of other
leaders in the organization.
2 Enable teams to leverage and contribute
to other teams across the organization.

23. Using objective assessment
also enables you to benchmark
your leaders against others in
your region or industry.

24. And how can you support
the development of this
new leadership mind-set
and approach?

25. 1 Invest in learning programs to build
leaders’ ability to model and enable
this new approach.
2 Incorporate networked leadership into
your competency models.
3 Create team climates that
support network performance.

26. Source: Creating Enterprise Leaders, CEB Corporate Leadership Council, 2015
© 2015 CEB. All Rights Reserved. SHL152455GD
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Do Your Leaders
Miss the Big
Picture?
Drive Results.
Faster.