Four Future Trends in Leadership Development

1 ©2012 Center for Crea-ve Leadership. All rights reserved. ©2012 Center for Crea-ve Leadership. All rights reserved.

Nick Petrie

Future Trends in Leadership Development

2 ©2012 Center for Crea-ve Leadership. All rights reserved.

Insights into these topics are based on research that spanned stakeholder, geographic, and disciplinary boundaries and interviews with researchers and practitioners.

Many thanks to: Bill Torbert, Professor Emeritus of Leadership at the Carroll School of Management at Boston College Chelsea Pollen, Recruiting Specialist, Google Craig Van Dugteren, Senior Project Manager, Learning & Development, Victoria Police, Australia David Carder, Vice President and Executive Consultant, Forum Corporation Lisa Lahey, co-founder and principal of MINDS AT WORK™ Jeff Barnes, Head of Global Leadership, General Electric Jeffrey Yip, PhD Candidate, Boston University School of Management John Connell, Harvard School of Public Health Josh Alwitt, Vice President at Sapient Corporation Lucy Dinwiddie, Global Learning & Executive Development Leader, General Electric Maggie Walsh, Vice President of the Leadership Practice, Forum Corporation Marc Effron, President, The Talent Strategy Group; Author, One Page Talent Management Michael Kenney, Assistant professor, School of Public Affairs at Pennsylvania State University Robert Burnside, Partner, Chief Learning Officer, Ketchum Simon Fowler, Methodology Associate Consultant, Forum Corporation Stan Gryskiewicz, President & Founder at Association for Managers of Innovation Steve Barry, Senior Manager, Strategic Marketing, Forum Corporation Steve Kerr, Senior Advisor to Goldman Sachs, former CLO at General Electric Faculty at the Center for Creative Leadership: David Altman, Chuck Palus, Lyndon Rego, John McGuire, & Roland Smith Faculty at Harvard University: Ashida Nanda, Daniel Wilson, Richard Hackman, Monica Higgins, Dean Williams & Robert Kegan

Experts Interviewed


What are you seeing out there?

Leading During Complex and Uncertain Times

Volatility Uncertainty Complexity Ambiguity

©2012 Center for Crea-ve Leadership. All Rights Reserved.


What Skills/ A=ributes/ Capacities will be most important for leaders ?


What will be most important?

In sum, these skills/attributes/capacities will be most important for leaders:

-  Adaptability

-  Self-awareness

-  Boundary spanners

-  Collaborators

-  Network thinkers


How well are we doing?

The overriding theme of what I’ve been hearing from clients

recently is that they’re a bit stunned – shocked, actually –

at how the leadership development programs they’d had in

place were not able to meet the needs of their business

as we’ve gone through these tremendously disruptive

economic changes over the past few years.

Bill Pelster, Principal, Deloitte Consulting


What needs to be stopped/phased out from the way leadership development is currently done?


What needs to be stopped/phased out?

•  “Competencies: They become either overwhelming in number or incredibly generic. If you have nothing in place they are O.K., but their use nearly always comes to a bad end.”

•  “Competencies – They don’t add value.”

•  “Competency models as the sole method for developing people. It

is only one aspect and their application has been done to death.” •  “Competencies, especially for developing senior leaders. They are

probably still OK for newer managers.” •  “Static individual competencies. We are better to think about

meta competencies such as learning agility and self-awareness.”


Trend 1: Greater Focus On Vertical Development


Two Types of Development


Horizontal Development: Refers to the ‘adding’ of more knowledge, skills and competencies to the leader. It is about what you know.

Two Types of Development

Vertical development : It is about how you think. Refers to advancement in a person’s thinking capacity. The outcome of ver-cal development is the ability to think in more complex, systemic, strategic and interdependent ways.

-‐  Interdependent thinker

-‐  See systems, pa2erns and connec5ons

-‐  Longer term thinker

-‐  Holds mul5-‐frame perspec5ves

-‐  Holds contradic5ons

-‐  Independent thinker

-‐  Self directed

-‐  Drives an agenda

-‐  Take stands for what they believe

-‐  Guided by internal compass

Complexity of Mind

Stages of Development

Time

Socialized Mind

-‐  Team player

-‐  Faithful follower

-‐  Reliant on authority

-‐  Seeks direc5on

-‐  Aligns with others

Self Authoring Mind

Self Transforming Mind


Why Vertical Development Ma=ers

“Each successive (level) or stair holds greater ability for

learning, complex problem-solving and the ability to set

new direction and lead change. People who gain another

step can learn more, adapt faster, and generate more

complex solutions than they could before. Those at higher

levels can learn and react faster because they have bigger

minds ... people at later stages are better at seeing and

connecting more dots in more scenarios (which means

they are better at strategy). That’s all. But that’s a lot.”

(McGuire & Rhodes, 2009)

16 ©2012 Center for Crea-ve Leadership. All rights reserved. ©2011 Center for Creative Leadership. All rights reserved. ©2012 Center for Crea-ve Leadership. All Rights Reserved.

Ge7ing Unstuck


The How of Vertical Development

-‐ Unlearning -‐ 1.   See the Beliefs, Assump5ons, Stories

2.   Challenge and Unlearn what is outdated, invalid

3.   Experiment and try on newer, more advanced mindsets


Trend 2: Transfer… …of greater

developmental ownership to the individual


Stop Doing?

“Stop sending

people to

courses they

don’t want to

go to.”

LEADER

SUPERIOR SUPERIOR

DIRECT REPORT

DIRECT REPORT

DIRECT REPORT

DEVELOPMENTAL NETWORKS

PEER PEER

BOSS


Developmental Networks – For Behavior Change

1. Choose 2 goals max. a. One potential strength (your ‘accelerator’) b. One weakness (your ‘brake’)

2. Make it public

3. Choose 5 – 7 trusted colleagues

4. Ask those colleagues for feedforward and feedback suggestions on a monthly basis

5. Mini – survey at 6 months

24 ©2012 Center for Crea-ve Leadership. All rights reserved. ©2011 Center for Creative Leadership. All rights reserved.

The Research


•  Research done on 11,000 participants at 8 of the worlds largest companies.

•  In every company studied one success factor emerged…

How much Follow Up the Leader did


Exhibit 1: My Co-‐‑Worker Did No Follow-‐‑Up


Exhibit 2: My Co-‐‑Worker Did Some Follow-‐‑Up


Exhibit 3: My Co-‐‑Worker Did Consistent or Periodic Follow-‐‑Up


Trend 3: Leadership as a Collective Process


Trend 4: Innovation

Much greater focus on

innovation in leadership

development methods


Leadership Development Pieces

Robert Kegan – Stages of Development

OWo Sharma & Peter Senge – Theory U

Marshall Goldsmith – Feedforward Coaching

Kathy Kram & Monica Higgins – Developmental Networks

Ronald Heifetz – The Holding Environment

?


Common Goals

The How Of Vertical

• Delegate • Let go • Listen/ don’t speak

• Lose control • Lose recognition

• Become redundant

EMPOWER BE ASSERTIVE

PEOPLE FOCUS

BE CONFIDENT

Behaviors

Assumptions

• The ‘Star’

• Voice my opinion • Speak with certainty

• Make decisions and give directions

• Give recognition • Thank people • Open up • Show some emotion

• Step out • Take action • I am as good as anyone else

• People will get upset

• ConLlict will occur • Relationships will break down

• Unsafe/ dangerous

• People will think I am soft

• People will slacken off

• Projects will fall behind

• I won’t be good enough

• I will be rejected

• Lower than others

• The Stoic (Tough guy/ woman)

• The ‘Relator’ (nice)

(anxieties)

Identity/ Story


(New) Behaviors

(New) Beliefs & Assumptions

Beliefs & Assumptions

Behaviors

Identity

360

Personality Profiles

Experientials

Identity - ‘Story’ of Self

Peer Feedback

Learning Transfer System

Peer Coaching

1 on 1 Coaching

Holding Container

Days 1 2 3 4 4 1/2

Leadership Challenge (Stuck On)

Workplace


4 Trends 1.  Vertical Leadership Development

2.  Self-directed Leadership Development 3.  Collective Leadership Development 4.  Innovation in Leadership Development Methods

What insights from today can you apply back at your workplace?


Contact and Resources

•  www.nicholaspetrie.com •  [email protected]

Four Future Trends in Leadership Development

Business

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