Transcript Leadership Development

Leadership Development
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What we need today is LEADERS
• There are turbulent times ahead .......
– There is already a war erupting between malls and
etailers
– For Brick and Mortar the challenge is the impending
Industry 4.0
Effective executives learn how to do what they
do primarily by doing it, by watching others
trying to do it, and by messing up
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Myths Organizations believe in
Generic qualities can be used to describe effective
leaders they remain stable over one’s career
People who have the right stuff will eventually rise to
the top – Survival of the fittest
Since only the best will survive, polishing and
refinement is all that is required
A dangerous corollary of this is: Since only the best
survive therefore the survivors are the best
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People as their own enemies
• Unfortunately, people often like the things
that work against their growth and that the
organization is inclined to do that
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How people become their own enemies
Overuse of existing skills and ignoring further development of
skills
Belief that they are as good as everyone says, ignoring their
weaknesses
Aversion to negative feedback or criticism
Avoid being held accountable for the development of others
Avoid risk taking and avoid mastering something new
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From Survival of the Fittest to the
Development of the Fittest
What have you
done for me lately
What are you
learning to do that
will take us into the
future
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CRITICAL SHIFT
Survival of the Fittest
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Based on Darwinism
emerging at the top
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Development of the Fittest
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Agricultural model based on nurturing and
cultivating the seeds of talent
Finite set of positive attributes
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Multiple possibilities; complex tapestry
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Attributes largely fixed and innate
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Attributes largely acquired
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Experience is used to test for and polish
attributes
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Experience is the source of attributes
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Development happens through providing
unique experiences
with
the
fittest
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Development happens largely in classrooms
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Once in challenging assignments, people
are on their own. Performance reveals
whether they really have the right stuff.
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The goal is to help people succeed. Once in
challenging assignments, people are given
help to improve the chances they will learn
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Driven by programs approach of human
resources specialists.
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Anchored
Strategy
in
and
driven
by
Business
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The Derailed Executive
SOURCE
STRENGTH
WEAKNESS
Track Record
Consistently getting bottom-line or
making impressive impact in a
functional or technical area
Success in a narrow technical
area ignoring the broader
context.
Brilliance
Being seen as uncommonly bright
in a specific situation
Dismissal of people who they
think are less brilliant
Commitment
/Sacrifice
Loyalty, long work hours, and to
accept assignments whatsoever
Defining their whole life in terms
of work and expecting others to
do the same.
Charm
Capable of considerable charm
and charisma
Can be used to manipulate
selectively.
Ambition
Actively seek ranks and doing
whatever it took to achieve
success
Personal success, often at the
expense of others
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Competencies and their dark side
Competency
Potential Dark Side
Team Player
Not a risk taker, indecisive, lacks independent
judgment.
Can’t create breakthroughs, can’t control costs,
unrealistic, too conservative.
Reckless, dictatorial
Customer Focused
Bias towards action
Analytical thinker
Has integrity
Innovative
Has global vision
Good with people
Analysis paralysis, afraid to act, inclined to
create large staff.
Holier than thou attitude, rigid, imposes
personal standards on others
Unrealistic, impractical, wastes time and
money.
Misses local opportunities, over extended,
unfocused
Soft, can’t take tough decisions, too easy
on people.
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The way forward ……
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Experience as a Teacher
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Assignments
Hardships
Other People
Other event
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Early Work Experience
Starting from Scratch
Fix It/Turn It Around
Project /Task Force
Business Failures and mistakes
Demotion/Missed Promotions
Personal Trauma
Subordinate Performance Problem
• Role Model
• Values playing out
• Course work
• Experience outside of work
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Linking Business Strategy with Executive
Development
• Profiling each business unit managers with
their strengths and weaknesses
– What they are likely to be good at
– What they are not likely to be good at
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Identify Skills for Future
Missing Developmental Opportunities
Justifying Cross Boundary Moves
Be ready to look beyond
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Assessing Potential
Performance is not equal to Potential
Research indicates only 1 out of 7 High
Performers could be High Potential
Past performance is no guarantee for future
potential
Everybody cannot be an Effective Leader
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Early Identification of Talent
• People who learn more from
Experience and are ready to
venture out
• The Price of Admissioncommitment to making a
difference, insightfulness, and the
courage to take risks
• A sense of Adventure
• Create a Context for learning
• Change as A Result of Experience
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SUMMARY: THREE PRIMARY ASSERTIONS
• The primary vehicle for development is
challenging experiences
• Which experiences are most important is a
function of the business strategy and
organizational values
• And the people who should get the experiences
are those who are best able to learn from them.
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LEADERSHIP is an UNENDING Journey
“I am the sum total of the life that I have
lived …There is no such thing as
natural-born pilot. Whatever my
aptitudes or my talents, becoming a
proficient pilot was hard work, really a
lifetime’s learning experience. For the
best pilots, flying is an obsession, the
one thing in life they must continually
do. The best pilots fly more than the
others; that’s why they are the best.”
-Chuck Yeager
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