Contemporary Leadership
Trends
Center Connection
March 30, 2006
© 2006 Center for Creative Leadership
Drivers and Leadership Trends
Drivers
Leadership Trends
Volume of Information/disbursement of Knowledge Management
information
Organizational Designs
Developing Organizational Networks
Growing Distrust of Organizational
Leaders
Business Ethics/Accountability
Retirements – New Generations
Systemic Leadership Development
Maximizing Organizational
Performance
Aligning Leadership Strategy with
Business Strategy
Complexity of Problems Organizations
Face
Complex Problem-Solving tools
Globalization
Global Agility
© 2006 Center for Creative Leadership
• Driver
• Maximizing Organizational Performance
• Leadership Trends
• Aligning Leadership Strategy with Business
Strategy
• CCL Responses
• Strategy and Culture Development
© 2006 Center for Creative Leadership
The Environment of Change
• 2 Decades of Change Management techniques return marginal
results
• Failure rates of >75% in Strategic Planning, TQM and
Reengineering
• Mergers and Acquisitions and Downsizing rarely achieve the
fiscal and market results anticipated
© 2006 Center for Creative Leadership
The Environment of Change
“Several studies report that the Most Frequently cited
Reason for Failure was neglect of the Organization’s Culture
… In other words, failure to change the organization’s
culture Doomed the other kinds of changes that were
Initiated.”
~ K Cameron & R Quinn
© 2006 Center for Creative Leadership
The Environment of Change
Effective change occurs by managing and leading change
simultaneously
• Managing Change: Maximize stake-holder value through
structure and systems change with top-down, technical
programs.
• Leading Change: Develop capabilities through culture,
vision and values with local, participative, emergent, social
leadership.
© 2006 Center for Creative Leadership
Model of Organization Change
Vision
Change Leadership
Leadership
Strategy
Culture
&
Practices
Change Management
Challenge
for Change
Core
Capabilities
Systems,
Structure
&
Process
Business
Strategy
Implement
Strategy
© 2006 Center for Creative Leadership
Transforming Your
Organization: Change Leadership
Focus: Creating an organizational capability of
change; balancing change management with
change leadership to develop a culture of
change
Audience: Change Leadership Teams (or 2-4
representatives from team)
© 2006 Center for Creative Leadership
Transforming Your
Organization: Change Leadership
Key Features – Three Phase Experience
•
•
•
Phase I – Client site working with entire change leadership
team.
Phase II – CCL with other organizations learning how to
create a capability of change.
Phase III – Client site with entire change leadership team to
build and begin implementation of change capability.
Next Offering: August 28, 2006 in Colorado Springs
© 2006 Center for Creative Leadership
• Driver
– Complex Challenges
• Leadership Trend
– New Approaches to Navigating Challenges
• CCL Response
– Research, Programs, Tools
© 2006 Center for Creative Leadership
CCL Research 2004
Changing Nature of Leadership
• 84.3% of leaders believe the definition of effective leadership
has changed in the last 5 years
• Optimal reward systems percent shifted current to future need
– make numbers & individual/unit performance = 55% to 33%
– teamwork, collaboration, long-term objectives and work across
boundaries = 28% to 45%
• 47% of challenges are adaptive versus 53% technical
© 2006 Center for Creative Leadership
The Challenge of Complexity
Increased Speed
+
Increased Expectation
+
Decreased Resources
+
Constant Change
=
THE RISE OF
COMPLEX CHALLENGES
© 2006 Center for Creative Leadership
Defining Complex Challenges
Typically Complex Challenges:
•
•
•
Span across boundaries — function, expertise,
geography, groups, and roles
Critical to long-term success and evolution across
those boundaries
Shared frameworks have not yet emerged for
sufficient understanding
© 2006 Center for Creative Leadership
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Business
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Navigating Complex Challenges Program
Focus is threefold:
• Reframing of the challenge
• My role as a leader in facing the challenge
• The challenge in the context of the
organization
© 2006 Center for Creative Leadership
Navigating Complex Challenges
Process Overview
Finish Line
Starting Line
Phase 1
Pre-work/
Assessments/
Coaching
Phase 2
Navigating
Complex
Challenges®
Coaching Phone Call
Phase 3: NCC Follow-on Support Process
Organizational
Impact
Survey
Results Engine®
REFLECTIONS ®
Online Coaching
Support
Measures behavioral Improved
changes and early
organizational and
organizational impact personal results
Week 26
Week 12
Weeks 2-12
•CCL website
•Target Information
Resources
Metaphor Gap Analysis
• Which three cards best represent my organization’s
current approach to leadership?
• Which three cards represent the ideal organizational
leadership approach needed to navigate a complex
challenge?
© 2006 Center for Creative Leadership
The Star Model
Dialogue by Putting Something in the Middle
1. One person at a time presents his/her
picture: First describe it. Then make
connections between the picture and the
challenge.
5. Repeat for other group members.
2. Picture offered to group. “Owner”
remains silent. Picture and challenge
are temporarily “owned” by the group.
Each point on the star
represents a group member.
4. Picture is given back to the
originator. Originator is not
obliged to “own” interpretations
offered by the group. Originator
has the last word — minimum of
“THANK YOU”
3. Each group member describes
what he/she sees. Then they
explore connections from the picture
to the challenge: “I chose this
picture because…” or “If that were
my picture, here’s how I might
connect it to the challenge … ”
Don’t problem-solve, judge or give
advice. Use first person I, me, my
NOT YOU
This process respects the SAFETY, PRIVACY, and AUTHORITY of each participating member.
Adapted from Montague Ullman (1996).
• Driver
– Globalization
• Leadership Trend
– Global Agility
• CCL Responses
– Global Simulation/Experiential
– Expanded Research
© 2006 Center for Creative Leadership
“We stand on a precipice, stepping into a new
era, a time of enormous change and
uncertainty characterized by the emergence of
the first truly borderless, interconnected global
economy. It’s the world’s youngest economy,
fueled by the spread of free markets and
democracy around the world.”
Goldsmith, M., Greensberg, C.L., Robertson, A., & Hu-Chan, M. (2003). Global leadership:
The next generation. Upper Saddle River, NJ: Financial Times Prentice Hall.
© 2006 Center for Creative Leadership
Challenges of Global Leadership
Distribution of challenges
11%
Ha ndl i ng c ul t ur e c onf l i c t s
7%
12%
Ada pt i ng one 's own be ha vi or s
C r e a t i ng s ha r e d goa l s a nd
i mpl e me nt i ng s ha r e d wor k.
3%
M a na gi ng t he r e l a t i ons hi p
be t we e n C or por a t e a nd Loc a l
26%
C ommuni c a t i ng a c r os s ba r r i e r s
24%
Unde r s t a ndi ng a nd ma na gi ng
e xt e r na l f or c e s
© 2006 Center for Creative Leadership
Competencies
Necessary for Global Leaders
•
•
•
•
•
•
•
Open-minded/flexible
Cultural interest & sensitivity
Ability to deal with complexity
Resilient/resourceful
Honest, integrity
Personal life – Choices and tradeoffs
Value-added technical/business skills
© 2006 Center for Creative Leadership
What This Means for Leaders and Their
Organizations
© 2006 Center for Creative Leadership
Descargar

Public Objectives/Introductions