Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

Leadership Development
Guest Lecture
ESB Business School 11-27-2013

# 2 | © Centre for Leadership 2013 – all rights reserved | info@centre-for-leadership.com
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Table of Contents
• Why Leadership? 4-11
• MBA and Leadership 12
• What means Leadership? 13-18
• Learning to become a Leader 19-22
• Leadership Development Process 23-27
• Leadership Development Instruments 28-34
• Challenges 35-38

Why Leadership?
You‘re heading for a
management position –
or something even more
challenging?

Industry Leadership – CEOs 2004
»CEOs across the world are renewing
their organizations for growth.«
(IBM Global CEO Study 2004)

»Fully 65 percent of chief executives
and other leaders say they will have
to make fundamental changes in
their businesses over the next two
years.«

»Organizations are bombarded by
change, and many are struggling to keep
up. Eight out of ten CEOs see significant
change ahead, and yet the gap between
expected change and the ability to
manage it has almost tripled since our
last Global CEO Study in 2006.«

»The world’s private and public sector leaders believe that a
rapid escalation of ›complexity‹ is the biggest challenge
confronting them. They expect it to continue—indeed, to
accelerate—in the coming years.
They are equally clear that their enterprises today are not
equipped to cope effectively with this complexity in the global
environment.
Finally, they identify ›creativity‹ as the single most important
leadership competency for enterprises seeking a path through
this complexity.«

»This year, they identified the overflow of
data and information as one of the most
important issues influencing their
strategic business decisions.«

A signal for Leadership Capability?
»The prevailing mood in the upper
echelons of business is ›insecurity and
fear‹. They regard their environment as
›VUCA world‹«.
(Nobert Sack, Egon Zehnder International @
ESMT Annual Forum 2013)

from κόσμος to VUCA Environment
V – Volatiliy
U – Uncertainty
C – Complexity
A – Ambiguity
=> A Substantial Leadership Challenge

Résumé after some 100 years…
»Business as usual [in MBA education] will not
[...] produce the skilled, self-aware leaders who
are so desperately needed to tackle global
problems, deal creatively with uncertain,
ambiguous environments, get things done in
complex, multilayered organizations, and act
prudently in the face of risk.«
(Datar, Garvin et al. 2010 - Rethinking the MBA, 103.)

Führung
»ist eine Kunst, eine auf Charakter,
Können und geistiger Kraft
beruhende schöpferische Tätigkeit.«
(HDv 100/100 - 2007)

Leadership
»is an art, a creative activity based
on character, competence, and
mental strength.«
(HDv 100/100 - 2007)

Leadership is a Personal Issue

Under-
standing
Leader-
ship

6´ Model –
Six Dimen-
sions of
Leadership

Who is making You a Leader?
 Your followers will empower you –
or they won‘t.
 They trust in you – or not.
 Your Personal Integrity is the Crucial Factor!

Leadership can‘t be taught,
but it can be learned
• The story behind leadership development is
the story of human growth to maturity – and
beyond.
• It‘s a story about self-development!
• Every human can grow with the challenges
he is facing –
• if he really commits himself to it.

The Hero‘s Journey
Source: Joseph Campbell

The Crucible: Your Assignment
Source: Bennis/Thomas

Learning and Change Model

Leadership Development Process
Needs
Assessment
Candidates
Assessment
Carry out
Development
Measures
Process and
Outcome
Evaluation

Roles and Actors
• CEO / Managing Director:
– Provide Attention and Sponsorship: »People first, strategy
second!« (Jim Collins)
– Provide a Leadership Role Model
– Develop the Culture of the Organization
• Line Manager:
– Identify the gifted – by challenging them.
– Develop the gifted – by challenging them.
• HR Manager:
– Recruitment – internal and external
– Conceptualize, implement, and organize development tracks
– Identify, evaluate, and organize means of development

Understanding Needs
Needs
Assessment
HR Dev. (generic)
Strategic change
process (acute)
Defective Leadership
Culture

Recognize Potential
•Leader or Expert?
•Character: INTEGRITY / VIRTUE
•Competences
•Orientation for Action

• Online Self-Assessment
• Assessment Center
• Development Center
• 360° Feedback
• LeadershipLabs
Potential Analysis Instruments
Personal
Leadership
and Career
Strategy

Leadership Development Instruments
Leadership
Potential
Implementation
Assignment
Mgmt.
Mentoring
Leadership
Learning
Labs
Workshops
Peer Coaching
Executive
Coaching

Assignment Management
Real Leadership Assignments*
– Projects w/ real budget and real business
objectives
– Disciplinary responsibility
*Crucibles:
People grow with their assignments.
Leadership competencies develop in real world
leadership practice.

Mentoring
• Learning doesn‘t necessarily require
teachers, but experienced persons, who
challenge and benevolently accompany the
development processes.
• Mentors are sponsors!
• Mentoring facilitates the flow of knowledge
between generations.

CFL LeadershipLearningLabs
Use the spaces and opportunities in “nature“ for
experiences that convey key competencies for leadership
in four learning scenarios – sea, forest, river, mountain.
The extreme levels of abstraction and sensory deprivation
of today’s work environment are suspended. One’s
actions, their context and their consequences are
immediately perceived.
sea
departure
forest river mountain sea
arrival

Workshops
• All (CFL-) workshops follow a methodology
developed from peer coaching techniques
which solves the problem of the transfer from
class room to real life practice:
– Based on client cases individual and concrete
solution strategies are developed collaboratively.
– This guarantees effectiveness, the small number of
participants (max. 12) efficiency.
– Every workshop is led by two trainers.

Peer
Coaching
What‘s the
case?
What‘s the
situation?
What are
the
objectives?
Develop a
solution
strategy!
Implement!
Evaluate!
Peer Coaching
• Helps leaders to learn to
collaborate in a team.
• Facilitates better
solutions by integration
of different perspectives.
• Fosters the flow of
information, experience
and knowledge.
• Strengthens the
cohesion within the
organization.

Executive Coaching
• Enables clients to achieve result they wouldn’t
have achieved on their own
• Increases the likelihood of attaining outcomes
• Reduces anxiety, stress, and depression
• Improves quality of life
• Increases insight
• Reduces musing
(Research by Prof. Anthony M. Grant, University of Sydney)

Challenge #1
The only human being
that actually wants change
is a wet baby.
(Manfred Kets de Fries)

Challenge #2
Technology is easy –
people are hard.
(John Gage, Sun Microsystems)

Challenge #3
Technology alone is not enough.
It's technology married with the
liberal arts, married with the
humanities that yields the results
that makes our hearts sing.
(Steve Jobs)

Challenge #4
It becomes
personal.

Any Questions?
Peter Graeser
p.graeser@centre-for-leadership.com
www.centre-for-leadership.com
blog.centre-for-leadership.com
Führen lernen. Der Weg zur
Führungskompetenz und zur
persönlichen Karriere-Strategie.

Leadership Development - Guest Lecture @ ESB Business School 11-27-2013

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Leadership Development - Guest Lecture @ ESB Business School 11-27-2013