How Do Leaders Develop? CCL Experience 10 June 2009

Leader Development: The expansion of a person ’ s capacity to be effective in leadership roles and processes –Setting direction –Creating alignment –Gaining and maintaining commitment –Facing adaptive challenges –Getting results From CCL’s Handbook of Leadership Development

What competencies do leaders need to be effective?

1. Resourcefulness 2. Doing Whatever It Takes 3. Being A Quick Learner 4. Decisiveness LEADERSHIP SKILLS AND PERSPECTIVES Meeting Job Challenges © 2002, 2000 Center for Creative Leadership. All Rights Reserved.

5. Leading Employees 6. Confronting Problem Employees 7. Participative Management 8. Change Management Leading People Leadership Skills and Perspectives © 2002, 2000 Center for Creative Leadership. All Rights Reserved.

9.Building Relationships 10.Compassion And Sensitivity 11. Straightforwardness And Composure 12. Balance Between Personal Life And Work 13. Self-Awareness 14. Putting People At Ease 15. Leading Across Differences 16. Career Management Respecting Self And Others Leadership Skills and Perspectives © 2002, 2000 Center for Creative Leadership. All Rights Reserved.

Support Assessment Challenge The A C S Framework

Learning is valued Maintaining motivation for development Encouraging risk taking Assessment ~ Challenge ~ Support Providing a benchmark Ongoing self- evaluation Unfreezing present perception Creating disequilibrium Demanding skills and abilities beyond one’s current reality

CCL Research: “Key Events” When you think about your career as a manager, certain events probably stand out in your mind — things that led to a lasting change in you as a manager. Please identify at least three key events in your career — things that made a difference in the way you manage now. What happened? What did you learn? © 2002, 2000 Center for Creative Leadership. All Rights Reserved.

Hardships Challenging Assignments Learning from Others Other Events © 2002, 2000 Center for Creative Leadership. All Rights Reserved. The Variety of Experience

Development is Dynamic Strengths may become weaknesses Flaws may suddenly matter Current strengths may be less important in the future New skills may be required As a result, development is dynamic and ongoing.

Seeking On-going Feedback Situation Behaviour Impact

DERAILMENT Derailed A person who made it to at least the General Manager level, but has involuntarily stalled, been demoted, terminated, or asked to take early retirement. This person did not live up to his/her full potential as the organisation saw it.

Poor Working Relationships Personality characteristics seen as: Insensitive Manipulative Critical Demanding Authoritarian (lack a teamwork orientation) Self-isolating Aloof

Inability to Adapt Failure to adapt to a new boss Over-dependence on a single skill and/or failure to acquire new skills Transitions--Inability to adapt to the demands of a new job, a new culture, or changes in the market

Failure to Build and Lead a Team Failing to staff effectively Can ’ t manage subordinates Poor leadership skills

Failure to Meet Business Objectives Lack of follow-through Too ambitious Poor performance

Preventing Derailment Managers should: seek feedback throughout their careers seek developmental opportunities that can help overcome flaws seek support and coaching during transitions be aware that new jobs require new frameworks and behaviours

Preventing Derailment Organisations can: consider zig-zagging career paths over vertical ones give lots of “ how you did it ” feedback instead of “ what you did ” not consider one failure “ off the track ” allow managers to complete job/assignments