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How Do Leaders Develop?
CCL Experience10 June 2009
Leader Development:
The expansion of a person’s capacity to be effective in leadership roles and processes
– Setting direction– Creating alignment– Gaining and maintaining commitment– Facing adaptive challenges– Getting results
From CCL’s Handbook of Leadership Development
What competencies do leaders need to be effective?
1. Resourcefulness
2. Doing Whatever It Takes
3. Being A Quick Learner
4. Decisiveness
LEADERSHIP SKILLS AND PERSPECTIVES
Mee
ting
Job
Chal
leng
es
© 2002, 2000 Center for Creative Leadership. All Rights Reserved.
5. Leading Employees
6. Confronting Problem Employees
7. Participative Management
8. Change ManagementLead
ing
Peop
le
Leadership Skills and Perspectives
© 2002, 2000 Center for Creative Leadership. All Rights Reserved.
9. Building Relationships 10. Compassion And Sensitivity 11. Straightforwardness And Composure 12. Balance Between Personal Life And
Work 13. Self-Awareness 14. Putting People At Ease 15. Leading Across Differences 16. Career Management
Resp
ectin
g S
elf
And
Oth
ers
Leadership Skills and Perspectives
© 2002, 2000 Center for Creative Leadership. All Rights Reserved.
Support
Assessment Challe
nge
The A C S Framework
Learning is
valued
Maintaining
motivation
for
developme
nt
Encouragin
g risk
taking
Assessment ~ Challenge ~ Support
Assessment ~ Challenge ~ Support
Providing
a
benchmar
k
Ongoing
self-
evaluation
Unfreezing
present
perception
Creating
disequilibriu
m
Demanding
skills and
abilities
beyond
one’s
current
reality
CCL Research: “Key Events”When you think about your career as
a manager, certain events probably stand out in your mind — things that led to a lasting change in you as a manager.
Please identify at least three key events in your career — things that made a difference in the way you manage now.
What happened?What did you learn?
© 2002, 2000 Center for Creative Leadership. All Rights Reserved.
Hardships
Challenging Assignments
Learning from Others
Other Events
34%
17%
22%
27%
© 2002, 2000 Center for Creative Leadership. All Rights Reserved.
The Variety of Experience
Seeking On-going Feedback
•Situation
•Behaviour
•Impact
DERAILMENT
Derailed • A person who made it to at least the
General Manager level, but has involuntarily stalled, been demoted, terminated, or asked to take early retirement.
• This person did not live up to his/her full potential as the organisation saw it.
Poor Working Relationships
Personality characteristics seen as:• Insensitive• Manipulative• Critical• Demanding• Authoritarian (lack a teamwork orientation)• Self-isolating• Aloof
Inability to Adapt
• Failure to adapt to a new boss• Over-dependence on a single skill
and/or failure to acquire new skills• Transitions--Inability to adapt to the
demands of a new job, a new culture, or changes in the market
Failure to Build and Lead a Team
• Failing to staff effectively• Can’t manage subordinates• Poor leadership skills
Failure to Meet Business Objectives
• Lack of follow-through• Too ambitious• Poor performance
Preventing DerailmentPreventing Derailment
Managers should:
• seek feedback throughout their careers
• seek developmental opportunities that can help overcome flaws
• seek support and coaching during transitions
• be aware that new jobs require new frameworks and behaviours
Preventing DerailmentPreventing Derailment
Organisations can:
• consider zig-zagging career paths over vertical ones
• give lots of “how you did it” feedback instead of “what you did”
• not consider one failure “off the track”
• allow managers to complete job/assignments