The document discusses leadership development. It defines leadership as roles and processes that allow people to work together towards a common good. Leadership development involves developing these roles and processes. Key skills for leadership development include influence, change management, communication, and team development. Traditional methods of leadership development include feedback, coaching, mentoring, and action learning. Modern methods include case studies, appreciative inquiry, and foresight planning. The document also discusses designing leadership development models and planning individual and team development.

1. LEADERSHIP DEVELOPMENT www.instituteofleadership.net

2. LEADERSHIP: Roles and processes allowing people to work together effectively towards a common good LEADERSHIP DEVELOPMENT: Developing leadership roles and proceses. BEHAVIORS–RELATIONSHIPS FOR A COMMON GOAL www.instituteofleadership.net

4. TRADITIONAL: Feedback/360 Coaching Mentoring Networking Special Proyects Action Learning www.instituteofleadership.net Classical Modern Present Idea Dominate INFLUENCE CREATE COMMON OBJECTIVES Action Order MOTIVATE Create COMMITMENT Leadership Development Power INTERPERSONAL SKILLS INTRA-PERSONAL SKILS

5. TRADICIONAL: Feedback/360 Coaching Mentoring Networking Special proyects Action Learning 1.- Self-awareness/ self-control. 2.- Learn from experience.- 3.- Work under uncertainty. MODERNS: Case in-point Kegan Inmunology Appreciattive Enquiry Open methods: - Foresights - Open Space - U-Models www.instituteofleadership.net Classical Modern Present Idea Dominate INFLUENCE CREATE COMMON OBJETIVES Action Order MOTIVATE Create COMMITMENT Leadership Development Power INTERPERSONAL SKILLS INTRA-PERSONAL SKILS

6. PEPSICO: LEADERSHIP MODEL Fix agenda Leadership Imperatives Success Factors Competence Dimensions Take others with you Do it well Planning Execution Leadership+value Develop people Savy comunication Integrity Operational excellence 1- Conceptual Skills 2.- Innovation 3.- Strategic Focus 4.- Fix priorities 5.- Energy for results 6.- Leadership for change 7.- Motivate others 8.- Collaboration 9.- Build talent 10.- Inclusión 11.- Support others 12.- Communicate effectively 13.- Negociation 14.- Generate trust 15.- Walk the talk 16.- Knows the business 17.- Functional excellence Focus on Feedback 360º Process www.instituteofleadership.net

7. STRENGHTS -BARRIERS Knows strenghts and barriers for development GOAL BEHAVIORS-RELATIONS : Which behaviors-relationships managers level X should have? DESIGNING LEADERSHIP MODEL PERSON/TEAM DEVELOP PLAN To develop behaviors-relations What do we do with each person? What do we do with each team? www.instituteofleadership.net

8. TOP Management MANAGEMENT CASCADE LEADERSHIP SUPERVISION- KEY PEOPLE ORGANIZATION www.instituteofleadership.net

9. LEARNING SOURCES From other persons Others 17% 22% www.instituteofleadership.net CHALLENGES 27% 34% CRISIS

10. LD Situations out of comfort-zone with a learning content Identify challenges as development opportunity Information about what/how/does the person in the organization www.instituteofleadership.net CHALLENGES SUPPORT ASSESSMENT

11. Individual Challenge 1.- Unreachable challenges 2.-Too easy challenges LASTING DEVELOPMENTAL EXPERIENCE Re Challenge Challenge Individual Individual 3.-Difficult, but reachable, challenges. www.instituteofleadership.net

12. ACTION PLANS SUPPORT (Coaching, other) FOLLOW-UP MOTIVATIONS NEEDS PREFERENCES UNDERLINING EMOTIONS IRRACIONAL IDEAS MENTAL MODELS + EFFECTIVE BEHAVIOR CHANGES P E R S O N A L I T Y www.instituteofleadership.net BEHAVIORS Perform. Eval/360º, others