Are your leaders driving “One-Company” results?
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Transcript of Are your leaders driving “One-Company” results?
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Do Your Leaders Miss the Big Picture?
Drive Results. Faster.
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Our recent research shows that only of organizations have the leaders they need for the future.
27%
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Agility: Only 25% believe leaders will be able to adapt to a significant change in business strategy.
Innovation: Only 22% say their organization is effective at generating innovative ideas.
And HR leaders agree, with specific concerns around…
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So what’s the reason for this lack of confidence?
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While their abilities haven’t changed, the leadership environment has.
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6 out of 10 leaders have seen an increase over the last three years in the number of stakeholders to consult before making a decision.
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8 out of 10 leadershave a much wider scope of responsibility than previously.
6 out of 10 leaders have seen an increase over the last three years in the number of stakeholders to consult before making a decision.
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of leaders spend more time working with direct reports in different locations than 3 years ago.
58%
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This new work environment demands a different kind of leadership to drive results.
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Leaders hitting individual targets isn’t enough.
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At CEB, we’ve identified a new model for leader success, where the most impactful leaders are those who:Achieve strong performance by reaching their goals and leading their teams to do the same…
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…and alsoShow great networked leadership outcomes—building bridges with other leaders and teams to share resources and best practices to improve results across the organization
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We call them enterprise leaders.
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Enterprise leaders drive:1 Leader Task Performance: Achieve their
own individual tasks and objectives 2 Leader Network Performance: Improve others’ performance
and use others’ contribution to improve their own performance
3 Team Task Performance: Lead their teams to achieve their collective tasks and assignments within the team
4 Team Network Performance: Lead their teams to be network performers outside of the immediate team
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Enterprise leaders drive: 1 Leader Task Performance: Achieve their own individual tasks
and objectives
2 Leader Network Performance: Improve others’ performance and use others’ contribution to improve their own performance
3 Team Task Performance: Lead their teams to achieve their collective tasks and assignments within the team
4 Team Network Performance: Lead their teams to be network performers outside of the immediate team
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Enterprise leaders drive: 1 Leader Task Performance: Achieve their own individual tasks
and objectives
2 Leader Network Performance: Improve others’ performance and use others’ contribution to improve their own performance
3 Team Task Performance: Lead their teams to achieve their collective tasks and assignments within the team
4 Team Network Performance: Lead their teams to be network performers outside of the immediate team
![Page 17: Are your leaders driving “One-Company” results?](https://reader030.fdocuments.net/reader030/viewer/2022032501/55b6dacbbb61eb1d0f8b4917/html5/thumbnails/17.jpg)
Enterprise leaders drive: 1 Leader Task Performance: Achieve their own individual tasks
and objectives
2 Leader Network Performance: Improve others’ performance and use others’ contribution to improve their own performance
3 Team Task Performance: Lead their teams to achieve their collective tasks and assignments within the team
4 Team Network Performance: Lead their teams to be network performers outside of the immediate team
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The benefits of this new approach are clear. Teams with enterprise leaders have:
12% higher revenue
20% higher customer satisfaction
23% higher innovation
30% higher engagement
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However, these leaders are few and far between—barely 1 in 10 leaders are true enterprise leaders.
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So how do you know who the enterprise leaders are in your organization?
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Objective assessment gives you a snapshot of your leadership team—both individually and looking across functions and business units.
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Assess leaders on their ability to:
1 Leverage and support the work of other leaders in the organization.
2 Enable teams to leverage and contribute to other teams across the organization.
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Using objective assessment also enables you to benchmark your leaders against others in your region or industry.
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And how can you support the development of this new leadership mind-set and approach?
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1 Invest in learning programs to build leaders’ ability to model and enable this new approach.
2 Incorporate networked leadership into your competency models.
3 Create team climates that support network performance.
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Source: Creating Enterprise Leaders, CEB Corporate Leadership Council, 2015
© 2015 CEB. All Rights Reserved. SHL152455GD
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Do Your Leaders Miss the Big Picture?
Drive Results. Faster.