Contemporary Leadership
Trends
Center Connection
November 9, 2006
© 2006 Center for Creative Leadership
• 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
Effective Global Leaders Must:
Navigate Global Local Tensions
Global Mindset
Manage and Value
Multiple Cultures
Lead with Agility
Manage Multiplexity
© 2006 Center for Creative Leadership
Globally Agile Leadership
Time zones
Laws
Global
Leader
ity
x
e
ipl
t
l
Mu
Healthy
Detachment
Interdependence
Global
Organization
Local
Differentiation
Mu
ltip
lexi
ty
Global
Integration
Global Agility
Culture
Language
© 2006 Center for Creative Leadership
Advancing Global Leadership
Program Goals
The global program prepares participants with new skills,
perspectives, and understandings so they can lead more
effectively in this complex global landscape.
Participants will be able to more effectively:
• Navigate global strategies to develop global mindset
• Learn how you are perceived as a global leader
• Discern impact of individual culture and values to respond
more effectively
• Explore impact of a global leader’s actions beyond the
business
• Learn to successful navigate and manage the challenge of
multiplexity in a global environment
© 2006 Center for Creative Leadership
Advancing Global Leadership
A Unique Program
• Involves a multi-continent simulation
• Grounded in international research
• Developed by an international team
© 2006 Center for Creative Leadership
Advancing Global Leadership
Who Should Attend?
•Experienced senior leaders with strategic
responsibility across national or regional boundaries
•Appropriate for both leaders embarking on a global
assignment or one who is in role, but needs
reinforcement to become more successful.
•Pilot Program – March 27-29, 2007
© 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 and Increasingly Rapid 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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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
The NCC Learning Process
Finish Line
Starting Line
Phase 1
Phase 3: NCC Follow-on Support Process
Phase 2
REFLECTIONS®
Pre-work,
Assessments,
Coaching
Navigating
Complex
Challenges
F-2-F
ResultsEngine®
Guide Me
Measures behavioral
changes and early
organizational impact
Improved
organizational and
personal results
Week 16
Week 26
Coaching Support
Weeks 2 - 12
90 Minutes
Organizational
Impact Survey
60 Minutes
Coaching Phone Support
30 Minutes
Follow-on
Coaching
Option
• 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
Leadership
Strategy
Strategy
Culture
Culture
&
&
Practices
Practices
Change Management
Challenge
Challenge
for
for Change
Change
Core
Capabilities
Systems,
Systems,
Structure
Structure
&
&
Process
Process
Business
Business
Strategy
Strategy
Implement
Implement
Strategy
Strategy
© 2006 Center for Creative Leadership
Streams of Organizational Transformation
• Collective learning
• in developing the culture
• through a balance of leadership and
management
• all led by the change leadership team
© 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: Executive level – multiple members
of change leadership team are encouraged
© 2006 Center for Creative Leadership
Transforming Your
Organization: Change Leadership
The program will help individuals…
•
•
•
•
•
•
Identify beliefs they have about organizational
transformation and change leadership.
Shape their own identity as a leader of transformation.
Articulate the potential of the organization as they see it.
Better understand the four streams of change-ability, and
where they and their organization are on these streams.
Assist the team back home assess their readiness towards
change.
Become champions of this change process.
© 2006 Center for Creative Leadership
© 2006 Center for Creative Leadership
Defining Complex Challenges
What Complex Challenges are You and
Your Organization Wrestling with:
•
•
•
That Span across boundaries — function, expertise,
geography, groups, and roles
That are Critical to long-term success and evolution
across those boundaries
For which Shared frameworks have not yet
emerged for sufficient understanding
© 2006 Center for Creative Leadership
The Star Model
Dialogue by Putting Something in the Middle
This process respects the safety, privacy, and authority of each participating member. Adapted from Montague Ullman (1996).
Each point on the star
represents a group member.
5. Repeat for other
group members.
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”.
1. One person at a time presents their
picture: First describe it. Then make
connections between the picture and the
challenge.
2. Picture offered to group. “Owner”
remains silent. Picture and challenge are
temporarily “owned” by the group.
3. Each group member
describes what they see. 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.
Example of Complex Challenges
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Promote HR support to teams
Navigate global matrix
Define multi-year supply chain
Centralize large group
Align human capital to strategy
Create performance — based culture
Integrate to successful acquisition
CRM best practices globally
© 2006 Center for Creative Leadership
Example of Complex Challenges
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Create new model of community engagement
Create a proactive culture
Sustain global processes
Mechanism for doing clinical and transfer from research
Global talent management
Creating performance-based organization
Create new approach to leadership
Create a learning organization
© 2006 Center for Creative Leadership