Post on 21-Oct-2014
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Nick Petrie
Future Trends in Leadership Development
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Insights into these topics are based on research that spanned stakeholder, geographic, and disciplinary boundaries and interviews with researchers and practitioners.
Many thanks to: Bill Torbert, Professor Emeritus of Leadership at the Carroll School of Management at Boston College Chelsea Pollen, Recruiting Specialist, Google Craig Van Dugteren, Senior Project Manager, Learning & Development, Victoria Police, Australia David Carder, Vice President and Executive Consultant, Forum Corporation Lisa Lahey, co-founder and principal of MINDS AT WORK™ Jeff Barnes, Head of Global Leadership, General Electric Jeffrey Yip, PhD Candidate, Boston University School of Management John Connell, Harvard School of Public Health Josh Alwitt, Vice President at Sapient Corporation Lucy Dinwiddie, Global Learning & Executive Development Leader, General Electric Maggie Walsh, Vice President of the Leadership Practice, Forum Corporation Marc Effron, President, The Talent Strategy Group; Author, One Page Talent Management Michael Kenney, Assistant professor, School of Public Affairs at Pennsylvania State University Robert Burnside, Partner, Chief Learning Officer, Ketchum Simon Fowler, Methodology Associate Consultant, Forum Corporation Stan Gryskiewicz, President & Founder at Association for Managers of Innovation Steve Barry, Senior Manager, Strategic Marketing, Forum Corporation Steve Kerr, Senior Advisor to Goldman Sachs, former CLO at General Electric Faculty at the Center for Creative Leadership: David Altman, Chuck Palus, Lyndon Rego, John McGuire, & Roland Smith Faculty at Harvard University: Ashida Nanda, Daniel Wilson, Richard Hackman, Monica Higgins, Dean Williams & Robert Kegan
Experts Interviewed
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What are you seeing out there?
Leading During Complex and Uncertain Times
Volatility Uncertainty Complexity Ambiguity
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What Skills/ A=ributes/ Capacities will be most important for leaders ?
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What will be most important?
In sum, these skills/attributes/capacities will be most important for leaders:
- Adaptability
- Self-awareness
- Boundary spanners
- Collaborators
- Network thinkers
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How well are we doing?
The overriding theme of what I’ve been hearing from clients
recently is that they’re a bit stunned – shocked, actually –
at how the leadership development programs they’d had in
place were not able to meet the needs of their business
as we’ve gone through these tremendously disruptive
economic changes over the past few years.
Bill Pelster, Principal, Deloitte Consulting
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What needs to be stopped/phased out from the way leadership development is currently done?
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What needs to be stopped/phased out?
• “Competencies: They become either overwhelming in number or incredibly generic. If you have nothing in place they are O.K., but their use nearly always comes to a bad end.”
• “Competencies – They don’t add value.”
• “Competency models as the sole method for developing people. It
is only one aspect and their application has been done to death.” • “Competencies, especially for developing senior leaders. They are
probably still OK for newer managers.” • “Static individual competencies. We are better to think about
meta competencies such as learning agility and self-awareness.”
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Trend 1: Greater Focus On Vertical Development
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Two Types of Development
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Horizontal Development: Refers to the ‘adding’ of more knowledge, skills and competencies to the leader. It is about what you know.
Two Types of Development
Vertical development : It is about how you think. Refers to advancement in a person’s thinking capacity. The outcome of ver-cal development is the ability to think in more complex, systemic, strategic and interdependent ways.
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-‐ Interdependent thinker
-‐ See systems, pa2erns and connec5ons
-‐ Longer term thinker
-‐ Holds mul5-‐frame perspec5ves
-‐ Holds contradic5ons
-‐ Independent thinker
-‐ Self directed
-‐ Drives an agenda
-‐ Take stands for what they believe
-‐ Guided by internal compass
Complexity of Mind
Stages of Development
Time
Socialized Mind
-‐ Team player
-‐ Faithful follower
-‐ Reliant on authority
-‐ Seeks direc5on
-‐ Aligns with others
Self Authoring Mind
Self Transforming Mind
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Why Vertical Development Ma=ers
“Each successive (level) or stair holds greater ability for
learning, complex problem-solving and the ability to set
new direction and lead change. People who gain another
step can learn more, adapt faster, and generate more
complex solutions than they could before. Those at higher
levels can learn and react faster because they have bigger
minds ... people at later stages are better at seeing and
connecting more dots in more scenarios (which means
they are better at strategy). That’s all. But that’s a lot.”
(McGuire & Rhodes, 2009)
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Ge7ing Unstuck
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The How of Vertical Development
-‐ Unlearning -‐ 1. See the Beliefs, Assump5ons, Stories
2. Challenge and Unlearn what is outdated, invalid
3. Experiment and try on newer, more advanced mindsets
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Trend 2: Transfer… …of greater
developmental ownership to the individual
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Stop Doing?
“Stop sending
people to
courses they
don’t want to
go to.”
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LEADER
SUPERIOR SUPERIOR
DIRECT REPORT
DIRECT REPORT
DIRECT REPORT
DEVELOPMENTAL NETWORKS
PEER PEER
BOSS
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Developmental Networks – For Behavior Change
1. Choose 2 goals max. a. One potential strength (your ‘accelerator’) b. One weakness (your ‘brake’)
2. Make it public
3. Choose 5 – 7 trusted colleagues
4. Ask those colleagues for feedforward and feedback suggestions on a monthly basis
5. Mini – survey at 6 months
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The Research
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• Research done on 11,000 participants at 8 of the worlds largest companies.
• In every company studied one success factor emerged…
How much Follow Up the Leader did
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Exhibit 1: My Co-‐‑Worker Did No Follow-‐‑Up
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Exhibit 2: My Co-‐‑Worker Did Some Follow-‐‑Up
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Exhibit 3: My Co-‐‑Worker Did Consistent or Periodic Follow-‐‑Up
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Trend 3: Leadership as a Collective Process
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Trend 4: Innovation
Much greater focus on
innovation in leadership
development methods
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Leadership Development Pieces
Robert Kegan – Stages of Development
OWo Sharma & Peter Senge – Theory U
Marshall Goldsmith – Feedforward Coaching
Kathy Kram & Monica Higgins – Developmental Networks
Ronald Heifetz – The Holding Environment
?
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Common Goals
The How Of Vertical
• Delegate • Let go • Listen/ don’t speak
• Lose control • Lose recognition
• Become redundant
EMPOWER BE ASSERTIVE
PEOPLE FOCUS
BE CONFIDENT
Behaviors
Assumptions
• The ‘Star’
• Voice my opinion • Speak with certainty
• Make decisions and give directions
• Give recognition • Thank people • Open up • Show some emotion
• Step out • Take action • I am as good as anyone else
• People will get upset
• ConLlict will occur • Relationships will break down
• Unsafe/ dangerous
• People will think I am soft
• People will slacken off
• Projects will fall behind
• I won’t be good enough
• I will be rejected
• Lower than others
• The Stoic (Tough guy/ woman)
• The ‘Relator’ (nice)
(anxieties)
Identity/ Story
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(New) Behaviors
(New) Beliefs & Assumptions
Beliefs & Assumptions
Behaviors
Identity
360
Personality Profiles
Experientials
Identity - ‘Story’ of Self
Peer Feedback
Learning Transfer System
Peer Coaching
1 on 1 Coaching
Holding Container
Days 1 2 3 4 4 1/2
Leadership Challenge (Stuck On)
Workplace
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4 Trends 1. Vertical Leadership Development
2. Self-directed Leadership Development 3. Collective Leadership Development 4. Innovation in Leadership Development Methods
What insights from today can you apply back at your workplace?
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Contact and Resources
• www.nicholaspetrie.com • petrien@ccl.org