1. Leaders We Need Now

2. Welcome to the world of work at the dawn
How many of you…
Global competition or global collaboration?
Multiple work options
Generational diversity
Breakneck technological advances
Economic uncertainty
Welcome to the world of work at the dawn
of a new decade

3. About the Survey
Key questions: “What leadership capabilities are most important to business success in the next decade? “How skilled are your leaders in these capabilities? “What personal attributes are most important?” Input from executives and human resource leaders in a wide range of industries and sizes of organizations. Three levels of leaders; 17 core leadership capabilities; 7 personal attributes 3

4. Leadership Capabilities for the Next Decade
Vision and Strategy
Foresee societal, political and industry trends
Think strategically
Create and communicate a compelling vision and strategy
Align Resources
Establish organizational priorities
Leverage all organizational resources for growth
Drive collaboration/break down silos
Manage talent (i.e., identify and develop key talent)
Execute the Strategy
Drive performance/create a culture of accountability
Guide execution of the strategy
Drive process improvement
Make decisions effectively
Manage risk
Motivate and Engage
Engage and retain talent
Lead a diverse workforce
Lead virtually
Innovate
Foster innovation
Lead change 4

5. Key Capabilities for the C-Suite
Seeing the future and engaging the organization in achieving that future seen as
the top priorities for the C-Suite.
Create and communicate a
compelling vision and strategy
Foresee societal, political and
industry trends
Think strategically
Manage talent (i.e., identify and
develop key talent
Drive performance/create a
culture of accountability 5

6. Effectiveness: A Wake-Up Call
80% viewed their C-Suite Leaders as strong strategic thinkers
Fewer than 60% view the C-suite as skilled in the other areas of importance
The areas where they are viewed as most effective, are viewed as least important
Most Effective
How Important?
Managing risk
13th
Establishing Organizational Priorities
15th
Making decisions effectively
9th 6

7. Key Capabilities for Executives
Increasing collaboration, utilizing all resources and driving performance seen
as the critical capabilities for Executives.
Drive collaboration/
breakdown silos
Think strategically
Drive performance/create
a culture of accountability
Leverage all organizational
resources for growth
Manage talent (i.e., identify
and develop key talent 7

8. Good Strategic Thinkers, However…
However, fewer than 55% of respondents agreed that executives are skilled in the other four most important capabilities.
Most Effective
Importance
Managing risk
15th
Establish organizational priorities
9th
Guide execution of the strategy
6th
Lead change
7th 8

9. Trust, Integrity and Ethics

10. Facilitating Success In the Next Decade
Complexity and change = Opportunity
Past success ≠ Future success
Lack of trust is a significant barrier

11. Leading with Strategic Intelligence
The Past and The Future
Visualize the future
Tap into diverse
perspectives and talent
Leverage and engage
ALL resources
Remove barriers
Drive for consistency
Reducing risk
Establishing priorities
Limiting decision making
Leading with Strategic Intelligence
Term developed by Michael Maccoby

12. Future Leaders will…
Communicate
a compelling vision

13. Get out from behind the desk
Future Leaders will…
Get out from behind the desk

14. Future Leaders will… Meaning Choice Competence Progress Engagement
Adapted from Kenneth Thomas and Walter Tymon, Work Engagement Profile, CPP, Mountainview, CA

15. Future Leaders will…
Remove barriers

16. For more information on developing future leaders and strategic intelligence, contact Edith Onderick-Harvey at or