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How Do Leaders Develop?

How Do Leaders Develop?. CCL Experience 10 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.

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How Do Leaders Develop?

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  1. How Do Leaders Develop? CCL Experience 10 June 2009

  2. 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

  3. What competencies do leaders need to be effective?

  4. 1. Resourcefulness 2. Doing Whatever It Takes 3. Being A Quick Learner 4. Decisiveness Meeting Job Challenges LEADERSHIP SKILLS AND PERSPECTIVES • 2002, 2000 Center for Creative Leadership. All Rights Reserved.

  5. 5. Leading Employees 6. Confronting Problem Employees 7. Participative Management 8. Change Management Leading People Leadership Skills and Perspectives • 2002, 2000 Center for Creative Leadership. All Rights Reserved.

  6. 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 Respecting Self And Others Leadership Skills and Perspectives • 2002, 2000 Center for Creative Leadership. All Rights Reserved.

  7. The A C S Framework Support Challenge Assessment

  8. Assessment ~ Challenge ~ Support Assessment ~ Challenge ~ Support • Providing a benchmark • Ongoing self-evaluation • Unfreezing present perception • Creating disequilibrium • Demanding skills and abilities beyond one’s current reality Learning is valued Maintaining motivation for development Encouraging risk taking

  9. 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.

  10. The Variety of Experience Learning from Others Other Events Challenging Assignments Hardships • 2002, 2000 Center for Creative Leadership. All Rights Reserved.

  11. Seeking On-going Feedback Situation Behaviour Impact

  12. 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. DERAILMENT

  13. Personality characteristics seen as: Insensitive Manipulative Critical Demanding Authoritarian (lack a teamwork orientation) Self-isolating Aloof Poor Working Relationships

  14. 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 Inability to Adapt

  15. Failing to staff effectively Can’t manage subordinates Poor leadership skills Failure to Build and Lead a Team

  16. Lack of follow-through Too ambitious Poor performance Failure to Meet Business Objectives

  17. 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 Derailment

  18. Organisationscan: 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 Preventing Derailment

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