Leadership Development Guest Lecture ESB Business School 11-27-2013
Aug 23, 2014
Leadership Development
Guest Lecture ESB Business School 11-27-2013
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Disclaimer
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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
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Why Leadership?
You‘re heading for a management position – or something even more challenging?
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Industry Leadership – CEOs 2004
»CEOs across the world are renewing their organizations for growth.« (IBM Global CEO Study 2004)
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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)
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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)
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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)
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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)
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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)
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from κόσμος to VUCA Environment
V – Volatiliy
U – Uncertainty
C – Complexity
A – Ambiguity
=> A Substantial Leadership Challenge
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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.)
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Führung
»ist eine Kunst, eine auf Charakter, Können und geistiger Kraft beruhende schöpferische Tätigkeit.« (HDv 100/100 - 2007)
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Leadership
»is an art, a creative activity based on character, competence, and mental strength.« (HDv 100/100 - 2007)
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Leadership is a Personal Issue
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Under-standing Leader-ship
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6´ Model – Six Dimen-sions of Leadership
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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!
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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.
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The Hero‘s Journey
Source: Joseph Campbell
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The Crucible : Your Assignment
Source: Bennis/Thomas
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Learning and Change Model
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Leadership Development Process
Needs Assessment
Candidates Assessment
Carry out Development
Measures
Process and Outcome Evaluation
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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
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Understanding Needs
Needs Assessment
HR Dev. (generic)
Strategic change process (acute)
Defective Leadership Culture
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Recognize Potential
•Leader or Expert? •Character: INTEGRITY / VIRTUE •Competences •Orientation for Action
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• Online Self-Assessment • Assessment Center • Development Center • 360° Feedback • LeadershipLabs
Potential Analysis Instruments
Personal Leadership and Career Strategy
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Leadership Development Instruments
Leadership Potential
Implementation
Assignment Mgmt.
Mentoring
Leadership Learning
Labs Workshops
Peer Coaching
Executive Coaching
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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.
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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.
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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
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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.
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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.
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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)
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Challenge #1
The only human being that actually wants change
is a wet baby. (Manfred Kets de Fries)
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Challenge #2
Technology is easy –
people are hard. (John Gage, Sun Microsystems)
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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)
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Challenge #4
It becomes personal.
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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.