Top Banner
Leadership Development Guest Lecture ESB Business School 11-27-2013
39

Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

Aug 23, 2014

Download

The Systematic Leadership Development Approach
Why Leadership? | MBA and Leadership | What means Leadership? | Learning to become a Leader | The Leadership Development Process | Leadership Development Instruments | Challenges
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Page 1: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

Leadership Development

Guest Lecture ESB Business School 11-27-2013

Page 2: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 2 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Disclaimer

<disclaimer> </disclaimer>

Page 3: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 3 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Table of Contents

• Why Leadership? 4-11 • MBA and Leadership 12 • What means Leadership? 13-18 • Learning to become a Leader 19-22 • Leadership Development Process 23-27 • Leadership Development Instruments 28-34 • Challenges 35-38

Page 4: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 4 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Why Leadership?

You‘re heading for a management position – or something even more challenging?

Page 5: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 5 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Industry Leadership – CEOs 2004

»CEOs across the world are renewing their organizations for growth.« (IBM Global CEO Study 2004)

Page 6: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 6 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Industry Leadership – CEOs 2006

»Fully 65 percent of chief executives and other leaders say they will have to make fundamental changes in their businesses over the next two years.« (IBM Global CEO Study 2006)

Page 7: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 7 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Industry Leadership – CEOs 2008

»Organizations are bombarded by change, and many are struggling to keep up. Eight out of ten CEOs see significant change ahead, and yet the gap between expected change and the ability to manage it has almost tripled since our last Global CEO Study in 2006.« (IBM Global CEO Study 2008)

Page 8: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 8 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Industry Leadership – CEOs 2010

»The world’s private and public sector leaders believe that a rapid escalation of ›complexity‹ is the biggest challenge confronting them. They expect it to continue—indeed, to accelerate—in the coming years. They are equally clear that their enterprises today are not equipped to cope effectively with this complexity in the global environment. Finally, they identify ›creativity‹ as the single most important leadership competency for enterprises seeking a path through this complexity.« (IBM Global CEO Study 2010)

Page 9: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 9 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Industry Leadership – CEOs 2012

»This year, they identified the overflow of data and information as one of the most important issues influencing their strategic business decisions.« (IBM Global CEO Study 2012)

Page 10: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 10 | © Centre for Leadership 2013 – all rights reserved | [email protected]

A signal for Leadership Capability?

»The prevailing mood in the upper echelons of business is ›insecurity and fear‹. They regard their environment as ›VUCA world‹«. (Nobert Sack, Egon Zehnder International @ ESMT Annual Forum 2013)

Page 11: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 11 | © Centre for Leadership 2013 – all rights reserved | [email protected]

from κόσμος to VUCA Environment

V – Volatiliy

U – Uncertainty

C – Complexity

A – Ambiguity

=> A Substantial Leadership Challenge

Page 12: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 12 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Résumé after some 100 years…

»Business as usual [in MBA education] will not [...] produce the skilled, self-aware leaders who are so desperately needed to tackle global problems, deal creatively with uncertain, ambiguous environments, get things done in complex, multilayered organizations, and act prudently in the face of risk.« (Datar, Garvin et al. 2010 - Rethinking the MBA, 103.)

Page 13: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 13 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Führung

»ist eine Kunst, eine auf Charakter, Können und geistiger Kraft beruhende schöpferische Tätigkeit.« (HDv 100/100 - 2007)

Page 14: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 14 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Leadership

»is an art, a creative activity based on character, competence, and mental strength.« (HDv 100/100 - 2007)

Page 15: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 15 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Leadership is a Personal Issue

Page 16: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 16 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Under-standing Leader-ship

Page 17: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 17 | © Centre for Leadership 2013 – all rights reserved | [email protected]

6´ Model – Six Dimen-sions of Leadership

Page 18: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 18 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Who is making You a Leader?

Your followers will empower you –

or they won‘t. They trust in you – or not. Your Personal Integrity is the Crucial Factor!

Page 19: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 19 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Leadership can‘t be taught, but it can be learned • The story behind leadership development is

the story of human growth to maturity – and beyond.

• It‘s a story about self-development! • Every human can grow with the challenges

he is facing – • if he really commits himself to it.

Page 20: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 20 | © Centre for Leadership 2013 – all rights reserved | [email protected]

The Hero‘s Journey

Source: Joseph Campbell

Page 21: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 21 | © Centre for Leadership 2013 – all rights reserved | [email protected]

The Crucible : Your Assignment

Source: Bennis/Thomas

Page 22: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 22 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Learning and Change Model

Page 23: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 23 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Leadership Development Process

Needs Assessment

Candidates Assessment

Carry out Development

Measures

Process and Outcome Evaluation

Page 24: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 24 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Roles and Actors

• CEO / Managing Director: – Provide Attention and Sponsorship: »People first, strategy

second!« (Jim Collins) – Provide a Leadership Role Model – Develop the Culture of the Organization

• Line Manager: – Identify the gifted – by challenging them. – Develop the gifted – by challenging them.

• HR Manager: – Recruitment – internal and external – Conceptualize, implement, and organize development tracks – Identify, evaluate, and organize means of development

Page 25: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 25 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Understanding Needs

Needs Assessment

HR Dev. (generic)

Strategic change process (acute)

Defective Leadership Culture

Page 26: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 26 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Recognize Potential

•Leader or Expert? •Character: INTEGRITY / VIRTUE •Competences •Orientation for Action

Page 27: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 27 | © Centre for Leadership 2013 – all rights reserved | [email protected]

• Online Self-Assessment • Assessment Center • Development Center • 360° Feedback • LeadershipLabs

Potential Analysis Instruments

Personal Leadership and Career Strategy

Page 28: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 28 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Leadership Development Instruments

Leadership Potential

Implementation

Assignment Mgmt.

Mentoring

Leadership Learning

Labs Workshops

Peer Coaching

Executive Coaching

Page 29: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 29 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Assignment Management

Real Leadership Assignments* – Projects w/ real budget and real business

objectives

– Disciplinary responsibility *Crucibles: People grow with their assignments. Leadership competencies develop in real world leadership practice.

Page 30: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 30 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Mentoring

• Learning doesn‘t necessarily require teachers, but experienced persons, who challenge and benevolently accompany the development processes.

• Mentors are sponsors! • Mentoring facilitates the flow of knowledge

between generations.

Page 31: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 31 | © Centre for Leadership 2013 – all rights reserved | [email protected]

CFL LeadershipLearningLabs

Use the spaces and opportunities in “nature“ for experiences that convey key competencies for leadership in four learning scenarios – sea, forest, river, mountain. The extreme levels of abstraction and sensory deprivation of today’s work environment are suspended. One’s actions, their context and their consequences are immediately perceived.

sea departure forest river mountain sea

arrival

Page 32: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 32 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Workshops

• All (CFL-) workshops follow a methodology developed from peer coaching techniques which solves the problem of the transfer from class room to real life practice: – Based on client cases individual and concrete

solution strategies are developed collaboratively. – This guarantees effectiveness, the small number of

participants (max. 12) efficiency. – Every workshop is led by two trainers.

Page 33: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 33 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Peer Coaching

What‘s the case?

What‘s the situation?

What are the

objectives?

Develop a solution strategy!

Implement!

Evaluate!

Peer Coaching • Helps leaders to learn to

collaborate in a team. • Facilitates better

solutions by integration of different perspectives.

• Fosters the flow of information, experience and knowledge.

• Strengthens the cohesion within the organization.

Page 34: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 34 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Executive Coaching

• Enables clients to achieve result they wouldn’t have achieved on their own

• Increases the likelihood of attaining outcomes • Reduces anxiety, stress, and depression • Improves quality of life • Increases insight • Reduces musing

(Research by Prof. Anthony M. Grant, University of Sydney)

Page 35: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 35 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Challenge #1

The only human being that actually wants change

is a wet baby. (Manfred Kets de Fries)

Page 36: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 36 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Challenge #2

Technology is easy –

people are hard. (John Gage, Sun Microsystems)

Page 37: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 37 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Challenge #3

Technology alone is not enough. It's technology married with the

liberal arts, married with the humanities that yields the results

that makes our hearts sing. (Steve Jobs)

Page 38: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 38 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Challenge #4

It becomes personal.

Page 39: Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

# 39 | © Centre for Leadership 2013 – all rights reserved | [email protected]

Any Questions?

Peter Graeser [email protected]

www.centre-for-leadership.com blog.centre-for-leadership.com Führen lernen. Der Weg zur Führungskompetenz und zur persönlichen Karriere-Strategie.