future leadership dev
DESCRIPTION
What's wrong with current leadership development models and what are the new ones?TRANSCRIPT
Future of Leadership Development
Kevin Wheeler
Australasian Talent Conference May 2010
Sydney, Australia
A Proposition
Traditional leadership development is designed to:
1. produce people able to make decisions in reasonably predictable situations.
2. teach how to control information and rewards.
3. ensure leaders act within expected boundaries.
4. Take action/ accept accountability alone
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Traditional View of Leadership
• It’s Serial –One leader succeeds another
• It’s Individual –One and only one leader
• It’s function is to Control –Makes the decisions. All follow.
• It should be emotionless –Works objectively and with reference to
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• Current leadership is perfectly suited to a manufacturing world with low complexity & clear solutions.
• Our development model works when turnover is low and work doesn’t change very fast.
• Less effective in a complex, global, uncertain world.
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Example: BP & Oil Spill
• INTERDEPENDENCIES
– BP leadership
– Field leaders
– Region BP leadership
– Disaster leadership
– Louisiana government
– Mississippi government
– U.S. Coast Guard
– President Obama
– Senators
• Oil rig experts
• Clean-up experts
• Ship captains
• Navy/Coast Guard
• Fishermen
• Volunteers
• Wildlife officials
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• CREATIVITY
• How to stop a leak that no one has ever stopped before?
• COMPLEXITY – Massive
– This requires multiple problems to be addressed simultaneously.
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Other Recent Examples
• Terrorism- How to deal with it from a corporate perspective
• GFC – How to cope with it • Recession – impact on sales,
workforce • Google – do business in China or not • Iceland volcano explosion/Ash cloud
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It a NEW World
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Emerging Leadership has to function
• In highly complex situations. . .
• with multiple, global and diverse interactions and interconnections. . .
• and with very little certainty
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The Emerging Leadership Model
• It’s Concurrent –Several may co-lead at the same time
based on skills or experience • It’s a Collective activity
–Many leaders /leadership of the team • It’s Collaborative
–Shared ideas/collective decisions • Emotion is allowed. It’s Compassionate
–Personalized decisions based on individual needs and desires.
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Leadership Means Being in Tune with Emotion
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SELF-AWARE SOCIALLY-AWARE
SELF-MASTERY RELATIONSHIP-
BUILDER
Vertical vs. Shared Leadership
• Vertical appropriate
– When there is. . . • A straightforward
decision to be made
• A standard process in place
• A simple, clear choice
• Shared appropriate
– When there is. . . • Need for
interdependency
• High complexity
• Need for creativity
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New Concepts
• Broader definition of “leader”
–Concept of “leaderfull” organizations.
–Acceptance that all roles have leadership components.
• Rotating leadership
–Different leaders for different times
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Divergent Skills
• Traditional Leader
– Analytical
– Focused/Unwavering
– Goal-oriented
– Expert
– Controlling
– Decisive
– Defining the work
• New Leader
– Analytical
– Flexible/Adaptable
– Emotionally intelligent
– Multi-skilled/Generalist
– Good listener
– Consensus builder
– Open/transparent
– Setting context
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I think & decide, you DO! I stimulate and inform, WE do!
LEADERSHIP DEVELOPMENT’S NEW FOCUS
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Creating “T” Shaped Leaders
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Tech
nic
al E
xpe
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Emotional, collaborative and communication skills
Dealing with Ambiguity
• Developing skills in dealing with ambiguous situations and solving unknown problems.
–Simulations
–Scenario planning
–Leveraging of social networks
–Portals of information © 2010, Global Learning Resources, Inc. - Authorized Use Only 17
Dealing with Complexity
• Learning how to simplify – reduce to simpler/essential levels.
• Leveraging group knowledge – Crowd-Sourcing
• Identifying mentors and advisors who can be quickly accessed.
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Dealing with Interdependencies
• Developing cultural competence
• Learning to collaborate
• Consensus decision making
• Building alliances and relationships
• Leveraging social networks
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Fostering Creativity
• Exploring and experimenting
• Open to the new and different
• Building diversity into everything
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“CEOs identify "creativity" as the most important
leadership competency for the successful
enterprise of the future.” -IBM's Institute for Business Value, May 2010
Challenging Assumptions
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PLANS limit Have BIG goals
DEADLINES slow things down As fast as you can
BUDGETS raise cost As little as possible
RULES are mostly stupid Whatever works
Development’s New Focus
• Focus will be on: – Leveraging social networks for ideas and learning – Being mentored (virtual and F2F)
• Using retiring/retired Baby Boomers • Utilizing online forums
– Development within a Context – Using portals containing:
• Simulations • Video scenarios • Discussion groups • On-demand learning content
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–Less focus on classroom/theory.
–Theory AFTER learning HOW.
–Simulations/interactive problem solving
–Social networks
–Virtual repairs/lab experiments
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From “The Power of Pull”
• Rather than molding individuals to fit the need of the institution, institutions will be shaped to provide platforms to help individuals achieve their full potential. . .
• The success of institutions will depend on their ability to amplify the efforts of individuals. . .
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The Power of Pull, by John Hagel III, John Seely Brown, Lang Davidson
A 21st Century Leader
• Needs to deliberately practice . . . – negotiating and getting agreement between
interdependent people/groups. – assembling harmonious groups. – Dealing with unpredictable and changing situations. – achieving business goals with limited to no
control/position power and limited resources. – motivating and getting results from distributed
people/teams. – being culturally sensitive and competent. – accepting transparency, choice and loss of control as a
way of being. – Challenging assumptions
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Some Online Resources
• http://leadershiplearning.org/
• Leadership Development and Social Media http://vegardig.wordpress.com/
• http://www.leader-values.com/wordpress/
• http://www.byteeoh.com
• http://www.futureoftalent.org
• http://www.siliconyogi.com/andreas/it_professional/sol/complexsystems/EmergentLeadership.html
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Thanks! • Write to me at :
• Follow me on Twitter at: • www.twitter.com/kwheeler
• Read my blog at: • http://www.byteeoh.com
• My websites • www.glresources.com
• www.futureoftalent.org
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