leadership core challenges & successes

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Today, You Will

Share stories and ideas about what it is like to lead from the middle.

Find out about the six factors that contribute to leadership effectiveness for leaders at your level.

Receive feedback about how others perceive your current leadership strengths and developmental needs.

Learn about a tool for more effectively giving and receiving feedback.

Explore how your personality preferences influence your leadership approach.

Identify practices for more effectively building resiliency and bringing your whole self to the work of leadership.

Leading from the Middle

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Overview

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You prepared for this program by completing a variety of assessments, interviews or other tasks.

As the program begins, we ask you to fully engage in what the next five days have to offer.

When you return to work, we will support you in applying what youve learned. Additional details for staying connected to CCL are shared at the end of this workbook.

Increase your effectiveness as a leader.To ensure that you receive the maximum benefit from this development experience, we challenge you to prepare, engage and apply.

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Overview

The Center for Creative Leadership (CCL) is a top-ranked, global provider of leadership

development. By leveraging the power of leadership to drive results that matter most to clients,

CCL transforms individual leaders, teams, organizations and society. Our array of cutting-edge

solutions is steeped in extensive research and experience gained from working with hundreds

of thousands of leaders at all levels. Ranked among the worlds Top 5 providers of executive

education by Financial Times and in the Top 10 by Bloomberg BusinessWeek, CCL has offices in

Greensboro, NC; Colorado Springs, CO; San Diego, CA; Brussels, Belgium; Moscow, Russia; Addis

Ababa, Ethiopia; Johannesburg, South Africa; Singapore; Gurgaon, India; and Shanghai, China.

About the Center for Creative Leadership

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Leadership Development Program (LDP) Agenda

Monday Leading from the Middle

Life in the Center of the Organization Bring Your Whole Self to Leadership Leverage the Impact of 360 Feedback Five Personality Factors That Influence Your Leadership Approach Resiliency and Learning Agility for 21st Century Leadership

Tuesday Leading Through Collaboration

Develop Plans for High Stakes Collaboration (Recorded) How Interpersonal Needs Impact Communication and Collaboration Leading Multiplexities After-Action Debriefing Digital Recording Review Resiliency Practice

Wednesday Leading Within a System

Leadership within a Complex System: The Organization Workshop Applied Learning Session (Coach Facilitated) Resiliency Practice Individual Consolidation and Reflection Group Insights Resiliency Practice

Thursday Integrating Leadership Perspectives

Insight Session with Your Leadership Coach Peer Feedback Resiliency Practice

Friday Transferring the Learning

Planning for a Higher Level of Impact Resiliency Practice Assess and Celebrate Results

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Comm

unicationSelf-

Awar

enes

s

SystemicallyThin

king and Acting

Learning Agility

Resiliency

Inf u

ence

Managing Organizational

Complexity

LDP Six-Factor Framework

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Thinking and Acting Systemically: Sees the big picture and understands how various parts of the organization function together.

Communication: Encourages and models effective communication across groups and levels in the organization.

Infuence: Uses effective influence strategies to gain cooperation and get things done.

Resiliency: Handles stress, uncertainty, and setbacks well.

Learning Agility: Seeks opportunities to learn and can learn quickly.

Self-Awareness: Has an accurate picture of self and seeks feedback to improve.

Six-Factor Framework Competency Definitions

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DirectionAgreement on overall goals, aims, missions.

AlignmentAre our knowledge, work, and resources aligned and coordinated?

Commitment Are we actively earning and re-earning everyones commitment, or are we just getting compliance?

The Process of Effective LeadershipD-A-C Model

LEADERSHIP

DIRECTION ALIGNMENT

COMMITMENT

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LEADERSHIP

DIRECTION ALIGNMENT

COMMITMENT

The Process of Effective LeadershipD-A-C ModelWhat does it look like when one aspect is missing?

Coordinated, facing same way but lacking momentum

Promises without delivery

Nobody walks the talk

Only easy things get done

Failure to progress

Buy in but uncoordinated

Competing for resources

Failure to agree on deadlines and ways of working

Willing cooperation lacks purpose

Inertia

Running in circles

Teams going nowhere fast

Everyone heading in different directions

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The Process of Derailment

Early Strengths

Bright, ambitious, high standards, drives others, tough on those who are slow or lag behind

Independent, likes to do it alone; or the opposite extremely loyal to organization, a team player

Controlling, results-oriented, single-minded, quickly grasps technical detailsorExtremely personable, relies on relationships to get things done

Potential Problems/Untested Areas

Overly ambitious, bruises others

Needs no one else

Abrasive

Lacks composure

Handles others mistakes poorly

Doesnt know how to get the most out of people; doesnt appreciate what they can do

Doesnt develop or resolve conflict among subordinates

Poor delegator

Hires and promotes in own image

Has never chosen or built a staff

Has trouble starting new jobs, situations, people (too ambiguous)

Gets irritated easily when things dont go right

Not developing a strategic perspective

Doesnt adapt to new cultures or changes well

Hasnt made a transition to an unknown area

Changing Demands

Interpersonal attractiveness, building and mending relationships, stability required for trust to develop

Team-building, staffing, developing others

Giving up on old waysof doing things essentialto succeed at morecomplex assignments

May Slide into Trouble Due to

Poor treatment of others

Cant build a team Cant make transitionsto more strategic, complex roles

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The Process of Derailment, Continued

Early Strengths

Creative, conceptually strong, strong personality, involved in a variety of projects and areas

Has a single notable characteristic such as a large degree of energy, raw talent, or a long-term mentor

Contentious, loves to argue, takes strong stands, usually right

Potential Problems/Untested Areas

Lack of attention to detail

Disorganization

Moves fast and is not reflective; leaves people dangling

Hasnt really completed an assignment in depth

Has concentrated too much emphasis and effort in a single area

Staying with same person too long

Hasnt stood alone

Doesnt know how to sell a position, convince others

Has to win

Trouble adapting to those with different styles

Hasnt learned how to lose gracefully; influences those over whom one has no control

Changing Demands

Depth required, as well as awareness of how one is perceived if one doesnt follow through well