leadership core challenges & successes

Click here to load reader

Post on 10-Feb-2017

114 views

Category:

Documents

6 download

Embed Size (px)

TRANSCRIPT

  • 2014 Center for Creative Leadership. All rights reserved. CVD: 09232014 1

    Ove

    rview

    Monday

    Tuesd

    ay

    Wednesd

    ay

    Thursd

    ay

    Friday

    Notes

    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

  • 2014 Center for Creative Leadership. All rights reserved. CVD: 09232014 2

    Ove

    rview

    Monday

    Tuesd

    ay

    Wednesd

    ay

    Thursd

    ay

    Friday

    Notes

    Overview

    2014 Center for Creative Leadership. All rights reserved. CVD: 092320142

    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.

  • 2014 Center for Creative Leadership. All rights reserved. CVD: 09232014 3

    Ove

    rview

    Monday

    Tuesd

    ay

    Wednesd

    ay

    Thursd

    ay

    Friday

    Notes

    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

  • 2014 Center for Creative Leadership. All rights reserved. CVD: 09232014 4

    Ove

    rview

    Monday

    Tuesd

    ay

    Wednesd

    ay

    Thursd

    ay

    Friday

    Notes

    Overview

    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

  • 2014 Center for Creative Leadership. All rights reserved. CVD: 09232014 5

    Ove

    rview

    Monday

    Tuesd

    ay

    Wednesd

    ay

    Thursd

    ay

    Friday

    Notes

    Comm

    unicationSelf-

    Awar

    enes

    s

    SystemicallyThin

    king and Acting

    Learning Agility

    Resiliency

    Inf u

    ence

    Managing Organizational

    Complexity

    LDP Six-Factor Framework

  • 2014 Center for Creative Leadership. All rights reserved. CVD: 09232014 6

    Ove

    rview

    Monday

    Tuesd

    ay

    Wednesd

    ay

    Thursd

    ay

    Friday

    Notes

    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

  • 2014 Center for Creative Leadership. All rights reserved. CVD: 09232014 7

    Ove

    rview

    Monday

    Tuesd

    ay

    Wednesd

    ay

    Thursd

    ay

    Friday

    Notes

    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

  • 2014 Center for Creative Leadership. All rights reserved. CVD: 09232014 8

    Ove

    rview

    Monday

    Tuesd

    ay

    Wednesd

    ay

    Thursd

    ay

    Friday

    Notes

    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

  • 2014 Center for Creative Leadership. All rights reserved. CVD: 09232014 9

    Ove

    rview

    Monday

    Tuesd

    ay

    Wednesd

    ay

    Thursd

    ay

    Friday

    Notes

    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

  • 2014 Center for Creative Leadership. All rights reserved. CVD: 09232014 10

    Ove

    rview

    Monday

    Tuesd

    ay

    Wednesd

    ay

    Thursd

    ay

    Friday

    Notes

    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

View more