This document reflects on leadership development based on conversations with over 1200 executives. It discusses [1] the dynamics of business including shifting powers, uncertainty, and a focus on results; [2] the work and life of executives which involves strong involvement, seeking balance, and super information; and [3] the world of executive development as a profession which faces a crowded arena, broken promises, and questions about new approaches. It concludes that executive development is about performance improvement through initiatives focused on results and challenges faced day to day. Leaders operate as architects and facilitators offer expertise in learning processes.

1. REFLECTIONS
New Leadership
2013
“Great thinking.
What people create on a day to day basis provides the best, maybe only, foundation for progress and better performance in the long run.”
Anne Marie W. Brinkman, Independent Management Consultant, New York City, USA
“The best thoughts are hidden in someone’s mind as long as they don’t break out to materialize.”
Geert Visker, VP Executive Partner Gartner, Amsterdam, NL
“Een interessante uiteenzetting (…) die de complexiteit van leiderschap goed weergeeft.”
Gert-Jan Kooij, Commander at 41 Armoured Engineer Battalion Royal Netherlands Army , Oirschot, NL
“Very neat presentation and content.”
Miguel Olivas-Lujan, Professor of Management, Clarion University, USA

2. What is this?
This presentation is a summarized collection of reflections on our journey in the land of
‘leadership development’.
The past years we had this unique opportunity:
intense and personal conversations with over 1200 executives in Europe.
Reflection helps us to get better at what we do.
Sharing this might be of interest or use to you.
Warning
All this comes to you without much words or additional explanation.

3. Triple focus for reflection
The dynamics of The work & life of
business executives
The world of ED as
1200 intense and personal conversations
profession

4. The dynamics of business
shifting powers Finding answers to the
(joint) challenge of
“Calling it ‘challenging lasting successful
times’ is an performance.
understatement for sure.
I’m caught between
excitement and exhaustion Identifying and
every day.” supporting high
achievers. Unleashing
close control hidden potential.
‘My actions and decions
The dynamics of are closely monitored – by Encouraging initiatives
business the board, my KPI’s, the
public, supervisory
for innovation. Exploring
the ‘blue ocean’.
authorities, the daily
stockprice…’
Transfering the drive and
the numbers! dedication of the
individual executive to
“With today’s markets and his team.
uncertain outlook, priority
number one is: controling
costs and getting to Getting results.
profits!” Monitoring the proper
execution of plans.

5. The work & life of executives
strongly involved Understanding and
answering the call of
“For many people I am the your stakeholders.
focus of what we achieve
around here. The board Reviewing realities and
expects nothing less than tapping into the
immediate performance experience of your co-
improvements.” workers.
super informed Integrating your
knowledge, and
The work & life of “The past decade I’ve seen
selecting the personal
everything there is to see in
executives leadership development. I
read my books and surf the
tactics that work.
web. Many guru’s have Collecting structured
come by to lecture.” feedback from
colleagues and family
seeking balance members. Involving
them as partners in your
“I try to be available for my
family as much as possible. learning.
At work I basically live with
the same ambition(s). Inviting co-workers to
Getting contradicting views reflect on your
challenges. Honoring
or challenging feedback is
opposing views.
not easy.”

6. The world of ED as profession
crowded arena Finding your mission
(‘your way’), and
“I leave dozens of calls establishing a
unanswered each day. recognized identity.
Just how desperate are
these people working in
Gaining trust and
the services-industry
acceptance as co-pilot
today?”
for personal challenges
broken promises of top-executives.
The world of ED as “I’m truly tired of all the Hosting the most
‘fads’ that consultants common technology for
profession and academics bring in. human performance:
meaningful meetings.
Just give me what works
(and works for yourself).”
Introducing ‘chunks’ of
new napoleon? proven concepts within
the context of actual
“The one expert on the dynamics/dilemmas.
challenges in this job is
really me. I don’t need Dropping all pretensions.
another expert with some Progressing on personal
attitude or self-proclaimed values and ethics.
expert status.” Enjoying mutual impact.

7. The challenge(s) for executives
Get results Serve stakeholders
Identify high achievers Integrate knowledge
Find answers Tap into experience
Navigating
Encourage innovation Get feedback
and moving
together
Transfer drive
Involve eco-system
Find your way Host dialogues
Give practical guidance Drop pretensions
Build trust

8. What does this mean for ED?
Executive development is about performance improvement.
Its value demonstrates itself in what is created.
Leaders operate as ‘architects’.
It is their chosen modus operandi in relation to the dynamics they face.
Leaders take initiative(s) with a focus on results.
Executives eat challenges day by day.
If we turn to the champions, they show us what the processes are that they so sklillfully deploy.
We take these processes to the heart of executive development.
A curriculum molds itself around the demonstrated ability to work and learn with them.
We grow through application.
Facilitators operate as equal experts.
The single one domain where they claim professional expertise is ‘learning peristaltic’.
Offering a set of impulses.

9. PeopleDynamics