developing high impact teams to lead strategic changegatewayio.org/resources/documents/ccl...
TRANSCRIPT
Developing High Impact Teams to Lead Strategic Change
Roland B. Smith, Ph.D. [email protected]
Senior Faculty and Leader Researcher
Kate Beatty, Ph.D. [email protected]
Director, Global Portfolio Management
Gateway I-O Psychology Association
(GIOP)
Each year, CCL reaches more than 130 countries on 6 continents. Nearly 21,000 leaders from 3,000 organizations engage with CCL annually to think and act beyond the
boundaries that limit their effectiveness.
Addis Ababa, Ethiopia
New Delhi - NCR, India
Greensboro, NC Colorado Springs, CO
San Diego, CA Brussels, Belgium
Russia & CIS
Singapore
CCL: Who Are We?
©2010 Center for Creative Leadership. All rights reserved.
Leading Self/Individual
Leading a Group/Team
Leading the Organization
Leading Society
CCL Leadership Sequence
N a v i g a t i n g V o l a t i l i t y , C o m p l e x i t y , U n c e r t a i n t y
a n d A m b i g u i t y ( V U C A )
+
Individual
Leadership
Teamwork
Top Challenges Leaders are Facing
Top Leader Challenge Project (4 Phases)
Understanding top leader challenges
and how to effectively navigate them
Analysis of
Challenges
Successfully
Navigated
Challenges
Un-successfully
Navigated
Challenges
Interviews
& Case
Studies
What is the most significant challenge your organization is currently facing?
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
What is the most critical personal leadership challenge you are currently facing?
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
What is the promise of “High Impact
Teams” in “Leading Strategic Change”?
Definitions and Perspectives
Above and beyond Satisfaction and commitment of members Learn
A shift in the connected and interdependent patterns of activities and investments an organization makes to achieve success
2011 Center for Creative Leadership. All rights reserved.
LEADERSHIP
ASPIRATION &
WORLD VIEW
ROLE SHIFT
STRUCTURE
SYSTEMS
BUSINESS PROCESSES
INNOVATION
ENGAGEMENT
PUBLIC LEARNING
Why Change?
Change What? Change How?
What If?
Requires the leadership team itself to change:
Role / Identity shift
Public learning
Change social discourse and agreements to engender engagement
How can we measure and “map” team
effectiveness?
YOU
Figure 10.3 High-Performing and Low-Performing Team Information Flow Source: Cross, Ehrlich, Dawson, & Helferich, 2008
Figure 10.4: Creating a High-Impact Team for Business Development
Boundary Spanning Leadership: Perspectives from the Executive Suite
A study conducted with 128 senior executives who participated in
CCL’s Leadership at the Peak program
(Yip, Ernst, & Campbell, 2009).
The capability to create direction, alignment, and
commitment across boundaries in service of a higher
vision or goal
Center for Creative Leadership
Boundary Spanning Leadership and Teams
3 boundary spanning strategies
©2011 Center for Creative Leadership. All Rights Reserved.
Discovering New Frontiers
Forging Common Ground
Managing Boundaries
Out of 3 strategies comes 6 practices
©2011 Center for Creative Leadership. All Rights Reserved.
Discover New Frontiers
Forge Common Ground
Manage Boundaries
6 boundary spanning practices
©2011 Center for Creative Leadership. All Rights Reserved.
BUFFERING CONNECTING WEAVING
REFLECTING MOBILIZING TRANSFORMING
Boundary Spanning Leadership
Leadership often stops
where borders start.
In today’s business environment, the exact
opposite response is required –
leadership that transforms limiting
borders into limitless new frontiers
