1. Four Psychologists’ Approaches to Developing Leaders in Organizations: Ensuring that Real Change Occurs Presenters: Eric Roth Ph.D. Center for Creative Leadership Joanie Connell, Ph.D. Flexible Work Solutions Carol Boyce, Ph.D. Alliant International University Don Grayson, Ph.D. Independent Consultant California Psychological Association 2007 Convention

2. Psychology and Work “No other technique for the conduct of life attaches the individual so firmly to reality as laying emphasis on work; for his work at least gives him a secure place in a portion of reality, in the human community....” Sigmund Freud Civilization and its Discontents

3. The Making of A Leader A Social Psychological Approach to Leadership Development Psychologists and Organizational Consulting Executive Coaching (We’re Psychologists, Damn It!) California Psychological Association 2007 Convention

4. The Making of A Leader Experiential Leadership Development Eric Roth, Ph D CPA Convention April 13, 2007

5. The Center for Creative Leadership  Nonprofit, educational institution for understanding and expanding the leadership capabilities of individuals and organizations  Provide leadership education programs to over 20,000 participants each year.  Serve over 3,000 organizations annually including corporations, government agencies, nonprofit organizations, and educational institutions.  Headquartered in Greensboro; campuses in Brussels, Singapore, Colorado Springs, and San Diego. Work extends to 20+ countries.  100 faculty members, including nearly 50 individuals with Ph.D.s or Ed.D.s, and more than a dozen I/O psychologists.

6. Variety of Developmental Experiences International assignments Start-ups Turnarounds Ability to Learn Recognizing need for new skills Willing to try new things Using multiple learning tactics L EADERSHIP D EVELOPMENT © 1999 Center for Creative Leadership. All Rights Reserved.

7. 3 assumptions In the course of their lives most people take on leadership roles at one time or another Individuals can expand their leadership capacities through developmental experiences Although leaders learn primarily through their experiences, not all experiences are equally developmental

8. Developmental Experience The SelfThe New Situation © 1999 Center for Creative Leadership. All Rights Reserved.

9. Non-Developmental Experiences Not Enough Challenge Challenge Too Great

10. CCL ’ s Approach To Developing Leadership –A holistic, experiential, interactive process. –An emphasis on self-awareness as the cornerstone of development. –An understanding of how one ’ s behavior is perceived by and impacts others. –A model for change based on assessment, challenge and support.

11. Assessment ~ Challenge ~ Support ASSESSMENT Data concerning the individual and their context

12. Assessment ~ Challenge ~ Support ASSESSMENT CHALLENGE Data concerning the individual and their context Accurate information contrary to the individual’s current beliefs, knowledge, and skills

13. Assessment ~ Challenge ~ Support ASSESSMENT SUPPORT CHALLENGE Information concerning the individual and their context Information affirming the individual and their actions Information contrary to the individual’s current beliefs, knowledge, and skills

14. Assessment ~ Challenge ~ Support ASSESSMENT SUPPORT CHALLENGE A developmental experience with lasting impact Data concerning the individual and their context Information affirming the individual and their actions Accurate information contrary to the individual’s current beliefs, knowledge, and skills

15.  2006 Center for Creative Leadership. All Rights Reserved. Get a Baseline Assessment

16. Leadership Development Program © 2006 Center for Creative Leadership. All Rights Reserved. 1.0—MDT0406/0706 Day One Self-Awareness Day Two Impact Day Three Intention Day Four Integration Day Five Development Planning CPI 260 ™ SBI Training Benchmarks 360 ® Experiential Activity Debrief Change Style Indicator ® Experiential Activity Debrief with Coaches Participant Peer Feedback I Executive Coaching Session I Development Planning Holistic Life Planning Celebration Lunch Leadership Journey Continues Experiential Activity (Video) FIRO-B ® Instrument Video Debrief 360 BY DESIGN ® Experiential Activity Debrief Coaching Role -play and Debriefs (Video) Participant Peer Feedback II Executive Coaching Session II Social Free evening Banquet

17. The Process of Development Leadership Development Program (LDP) ®, CCL ®, and REFLECTIONS ® are registered trademarks owned by the Center for Creative Leadership. Start Process New Beginnings Follow-through Support Improved organiza- tional and personal results Web-based 360 FB Follow-up (90 Days) Pre-work/ Assess- ments Leadership Development Program (LDP) ® Leadership Coaching

18.  2006 Center for Creative Leadership. All Rights Reserved. CCL Coaching Principles  Create a safe but challenging environment  Work with the coachee’s agenda  Facilitate (rather than direct)  Advocate self-awareness  Promote sustainable learning from experience  Model what we coach

19.  2006 Center for Creative Leadership. All Rights Reserved. Basic Qualifications Doctoral or Masters Degree in business or psychology Experience in business and organizations Knowledge of contemporary business challenges and organizational dynamics Executive presence Strong interpersonal skills –Listening, confronting, challenging –Straight forwardness, rapport, trust, warmth, compassion, humor Credibility, authenticity, maturity, flexibility Experience as a team member Assessment skills and instrument knowledge—experience in psychometric testing preferred Ability to plan, conceptualize, implement, and manage a relationship over time Knowledge or experience with learning theories and dynamics of change process Feedback Coach