Transcript Custom Business Leadership Development

How Do Leaders
Develop?
CCL Experience
10 June 2009
Leader Development:
The expansion of a person’s capacity to be
effective in leadership roles and processes
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Setting direction
Creating alignment
Gaining and maintaining commitment
Facing adaptive challenges
Getting results
From CCL’s Handbook of Leadership Development
What competencies do leaders
need to be effective?
Meeting Job Challenges
LEADERSHIP SKILLS AND PERSPECTIVES
1. Resourcefulness
2. Doing Whatever It Takes
3. Being A Quick Learner
4. Decisiveness
© 2002, 2000 Center for Creative Leadership. All Rights Reserved.
Leading People
Leadership Skills and Perspectives
5. Leading Employees
6. Confronting Problem Employees
7. Participative Management
8. Change Management
© 2002, 2000 Center for Creative Leadership. All Rights Reserved.
Leadership Skills and Perspectives
Respecting Self And Others
9.
Building Relationships
10.
11.
Compassion And Sensitivity
Straightforwardness And Composure
12.
Balance Between Personal Life And Work
13.
Self-Awareness
14.
15.
Putting People At Ease
Leading Across Differences
16.
Career Management
© 2002, 2000 Center for Creative Leadership. All Rights Reserved.
The A C S Framework
Support
Assessment ~ Challenge ~ Support
Assessment ~ Challenge ~ Support
Providing a
Creating
Learning is
benchmark
disequilibrium
Ongoing
Demanding
self-
skills and
evaluation
abilities
valued
Maintaining
motivation for
development
Unfreezing
beyond one’s
present
current reality
perception
Encouraging
risk taking
CCL Research: “Key
Events”
When you think about your career as a
manager, certain events probably stand out in
your mind — things that led to a lasting change
in you as a manager.
Please identify at least three key events in your
career — things that made a difference in the
way you manage now.
What happened?
What did you learn?
© 2002, 2000 Center for Creative Leadership. All Rights Reserved.
The Variety of Experience
Learning from Others
Other Events
22%
17%
27%
34%
Hardships
© 2002, 2000 Center for Creative Leadership. All Rights Reserved.
Challenging
Assignments
Seeking On-going Feedback
•Situation
•Behaviour
•Impact
DERAILMENT
Derailed
• A person who made it to at least the General
Manager level, but has involuntarily stalled,
been demoted, terminated, or asked to take
early retirement.
• This person did not live up to his/her full
potential as the organisation saw it.
Poor Working Relationships
Personality characteristics seen as:
• Insensitive
• Manipulative
• Critical
• Demanding
• Authoritarian (lack a teamwork orientation)
• Self-isolating
• Aloof
Inability to Adapt
• Failure to adapt to a new boss
• Over-dependence on a single skill and/or
failure to acquire new skills
• Transitions--Inability to adapt to the
demands of a new job, a new culture, or
changes in
the market
Failure to Build and Lead a Team
• Failing to staff effectively
• Can’t manage subordinates
• Poor leadership skills
Failure to Meet Business Objectives
• Lack of follow-through
• Too ambitious
• Poor performance
Preventing Derailment
Managers should:
• seek feedback throughout their careers
• seek developmental opportunities that can help
overcome flaws
• seek support and coaching during transitions
• be aware that new jobs require new frameworks and
behaviours
Preventing Derailment
Organisations can:
• consider zig-zagging career paths over vertical
ones
• give lots of “how you did it” feedback instead of
“what you did”
• not consider one failure “off the track”
• allow managers to complete job/assignments