Uploaded byBert De Coutere
Leadership Development goes massive, meta and with other methods
The document discusses the evolving landscape of leadership development in the context of a complex and uncertain 'VUCA' world. It emphasizes the need to democratize leadership development and adapt methods to cultivate essential skills in managers, as traditional approaches are no longer sufficient. Key trends include a shift towards broader participation in leadership roles and the necessity for innovative thinking and adaptive skills.
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Leadership Development goes massive, meta and with other methods
- 1. The Future ofLeadership Development Massive, Meta & other Methods Bert De Coutere Solutions Architect I Center for Creative Leadership 15 November 2012 2012 Center for Creative Leadership. All rights reserved.
- 2. Nice to meetyou! Center for Creative Leadership Our mission is to advance the understanding , practice , and development of leadership for the benefit of society worldwide. 2012 Center for Creative Leadership. All rights reserved. 2
- 3. It’s a ...world after all Cyber-Age: small, fast, flat, spiky, blurry Volatile Uncertain Complex Ambiguous 2012 Center for Creative Leadership. All rights reserved. 3
- 4. What does thecyber-age mean for leadership development? More or less important in a VUCA world? Hierarchy 2012 Center for Creative Leadership. All rights reserved. 4
- 5. What does thecyber-age mean for leadership development? More or less important in a VUCA world? Competency libraries 2012 Center for Creative Leadership. All rights reserved. 5
- 6. What does thecyber-age mean for leadership development? More or less important in a VUCA world? Past performance 2012 Center for Creative Leadership. All rights reserved. 6
- 7. What are thetrends in leadership development? 2012 Center for Creative Leadership. All rights reserved. 7
- 8. Massive It’s nolonger just a leadership challenge. It’s a leadership development challenge. “The industry needs to ask itself how leadership development became so elitist. The world’s challenges are big enough now that we need to think about how we can democratize leadership development, take it back to the masses — to the base and middle of the socioeconomic pyramid, not only the peak.” David Altman (CCL) 2012 Center for Creative Leadership. All rights reserved. 8
- 9. Massive: examples It’sno longer just a leadership challenge. It’s a leadership development challenge. 2012 Center for Creative Leadership. All rights reserved. 9
- 10. Meta Growing biggerminds. Managers have become experts on the “what” of leadership, but novices in the “how” of their own development 2012 Center for Creative Leadership. All rights reserved. 10
- 11. Meta: examples Growingbigger minds Consider this: Five percent of the people in your organization hold 30 percent of the relationships. Even fewer hold the ties that bridge organizational roles and functions. And most of your relationship “brokers” aren’t considered formal “leadership.” 2012 Center for Creative Leadership. All rights reserved. 11
- 12. Methods Along themessy road of innovation The environment has changed – it is more complex, volatile, and unpredictable. The skills needed for leadership have also changed – more complex and adaptive thinking abilities are needed. The methods being used to develop leaders have not changed (much). The majority of managers are developed from on-the-job experiences, training, and coaching/mentoring; while these are all still important, leaders are no longer developing fast enough or in the right ways to match the new environment. 2012 Center for Creative Leadership. All rights reserved. 12
- 13. Methods: examples Alongthe messy road of innovation 10 20 70 2012 Center for Creative Leadership. All rights reserved. 13
- 14. Answers are emerging • Scenario planning • Business canvas 2012 Center for Creative Leadership. All rights reserved. 14
- 15. We know (enough). So what will stop us? 2012 Center for Creative Leadership. All rights reserved.
- 16. Thank you! •How do executive leaders develop across the world? • What do executives who successfully change their leadership behaviour do different from those who don’t? • What are future trends in leadership development? 2012 Center for Creative Leadership. All rights reserved. 16
- 17. Stay connected toCCL! 2012 Center for Creative Leadership. All rights reserved. 17
Editor's Notes
- #2 During this seminar we will look ahead to where executive development and education is moving in the coming decades.Globalization, transformation and digitalization are driving our world deeper into the Cyber-Age. We have already entered it at full speed and this has had, and will continue to have, a dramatic impact on executives` education and development.In the Cyber-Age we will see:Our world vanishing into the digital and virtual world. Artificial Intelligence will equate with the analytical intelligence of humans. Virtual reality will mirror the real world. The digital world will become increasingly independent from human control, and highly sophisticated Artificial Intelligence will enter the ‘workforce’. Even executive activities will become increasingly digitalized.Quantum leaps in the development of communication technology and devices will lead to ubiquitous global communication between humans and machines and artifacts.Changes in the work environment. The workforce will consist of people, robots and Artificial Intelligence-based programs and entities. The need to create new jobs to replace the digitalized ones, and to provide work for the growing population will lead to new definitions of work.Population growth, urbanization, migration and the shift from the Atlantic towards the Pacific will change the economical and political landscape.Megacities will be becoming centers of political and economic power as well as hubs for socio- cultural development.A growing global polarization and divide. Shortages (water, food, raw materials, energy) will increasingly challenge our way of life.
- #3 -a story from our Colorado Springs office...
- #4 We know as well that the times have changed from the days of the ‘organization man’. We call it VUCA world.
- #5 You do see it coming, it doesn’t happen over night, and there is some sense in it. Let us try a few examples of how the VUCA world might impact leadership development..Hierarchy more or less important?Networks subvert hierarchy. If that so, what about leadership development centered around the pipeline principle?
- #6 Eg half life of skill is 5 years nowCompetencies as compass : how effective in an ever changing world?We design a lot of custom programs , some companies have moved to value based approaches because they are simpler and better as a compass in a VUCA world.
- #7 In a VUCA world, how good is past performance a predictor of future success?What is the value of experience that cannot be replicated because the context has changed?Best practices / 7 habits of / ...Copying best practices will get you at most as good as your competitor, a few years later.So what about case studies then to learn? Dissecting great past leaders?
- #8 Here are our 4 trends from our glass ball: whitepaper (bring copy, read from it)QR code to the mindmap
- #9 First trend from this title’s session: gets more massive.Massive because more leadership need (demand/supply), but also because leadership is getting disconnected from a position and hierarchy to a collective process.
- #11 Needs to go more than skin deep: not the skill of the day per se.But what to make sustainable leadership over time? Meta-skills are getting more attention and will be more important in leadership development programs : fitness, cognitive health, learning agility, networking for influencing, etc.
- #14 Massive yes, but do we need identical leaders (eg military, industrial approach to learning)? No, personal...• The Plus Two are two additional experiences uniquely important in each country. — China: personal experiences and mistakes — India: personal experiences and crossing cultures — Singapore: stakeholder engagements and crises — United States: mistakes and ethical dilemmas
- #15 There are also answers emerging (along the messy road of innovation)Eg business canvas modelling instead of strategy and innovationEg Future Trends of institute : Maker FairEg shell and scenario planning
- #16 So ... Knowledge is not the problem. What will stop us? What do companies who succesfully make their leadership development future proof do different then those who don’t?