2010 Center for Creative Leadership. All Rights Reserved.

THE CHANGING WORLD OF LEADERSHIP DEVELOPMENT

2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.

• CCL Global Executive Education

A singular focus on leadership development for over forty years

2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.

.

• Volatility• Uncertainty• Complexity• Ambiguity

Our Global Environment – V.U.C.A

2010 Center for Creative Leadership. All Rights Reserved.2011 Center for Creative Leadership. All rights reserved.

.

• Globalized Economies• Rapid Growth Markets• Multiple Stakeholders• Cross-Cultural Workforces• Shifting Demographics• Technology Drivers• Natural Disasters• Economic Crises

Rapid, Intersecting Changes

2010 Center for Creative Leadership. All Rights Reserved.

In 2007, CCL surveyed

nearly

250 senior executives

worldwide

on key leadership trends.

Leadership At The Peak

2010 Center for Creative Leadership. All Rights Reserved.2011 Center for Creative Leadership. All rights reserved.

The rise of

complex challenges

Top trend:

2010 Center for Creative Leadership. All rights reserved.

2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.

How effective are you?

How important is it for you to collaborate effectively across boundaries? (Survey of global

Executives)

2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.

Influencing

Network Thinking

• Key Leadership Skills for Adaptive Challenges

Innovation

Leadership

Complex

Thinking Skills

2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.

• Learning Agility: Two Mindsets

Dweck, C.S. (2006). Mindset: The new psychology of success. New York: Random House.

Fixed

• Avoids challenges

• Gives up easily

• Sees effort as fruitless or worse

• Ignores useful feedback

• Feels threatened by success of others

Gro

wth

• Embraces challenges

• Persists in the face of setbacks

• Sees effort as the path to mastery

• Learns from criticism

• Finds lessons and inspiration in the success of others

2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.

• Paradigm Shift of Leadership

The Rise of

Collective Leadership

What a Great

Leader Does

How do “Networks of

Leadership” Flourish

Individual

Development

Collective Capability

Leadership Culture

The individual

“Heroic Leader”

2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.

Quantity

Collective Capabilities

Leadership Culture

Qualities

Leadership Strategy

Business Strategy

Integrating Business and Leadership Strategy

Skills / Behaviours

2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.

Your strategic intent for what sustainable leadership will look like and how it will be developed in your organization.

Your corporate university’s implicit and explicit choices about the leadership culture, practices, and people systems needed to ensure enduring organizational success.

• What Is Leadership Strategy?

2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.

• Developing Leadership Strategy and Culture• Organizational Analysis & Research• Custom Leadership Solutions & Impact

Evaluations• Open-enrollment programs• Licensing of custom content and train-the-trainer

models• Technology-driven solutions

• How CCL Partners with Corporate Universities

2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.

A singular focus on leadership development for over forty years

Thank You

2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.

• Open Flows of Information• Flexible Hierarchies• Distributed Resources• Distributed Decision-Making• Loosening of Centralized Controls

• Leadership as a Shared Process

2010 Center for Creative Leadership. All Rights Reserved.

2 Premises:

• New leadership competencies are needed for the future in our organizations

Therefore…

• Corporate Universities need to enable and support the development of these new leadership competencies

2010 Center for Creative Leadership. All Rights Reserved.

New Leadership

• WHAT competencies are needed by CU leaders?

• HOW are these competencies developed?

• WHY is a Leadership Strategy important for a CU?

2010 Center for Creative Leadership. All Rights Reserved.

Two types of development

Horizontal

Vertical

2010 Center for Creative Leadership. All Rights Reserved.

An Effective Leadership Strategy considers:

• The QUANTITY of leaders needed• The QUALITIES desired (Background, diversity,

experience)• The COMPETENCIES needed to implement business

strategy• The COLLECTIVE LEADERSHIP CAPABILITIES of

leaders acting together, across boundaries• The desired LEADERSHIP CULTURE

2010 Center for Creative Leadership. All Rights Reserved.2012 Center for Creative Leadership. All Rights Reserved.

.

• Strategic Thinking

• Building and Leading

Teams

• Interpersonal

Relationships

• Managing Change and

Adapting

Critical Gaps (APAC) - CCL Leadership Development Program

Data