1 WHITE PAPER The Challenges Leaders Face Around the World More Similar than Different By: William A. Gentry, Regina H. Eckert, Sarah A. Stawiski, and Sophia Zhao
3 Contents Overview 2 Introduction 3 Main Finding: Six Common Challenges across Seven Locations 4 What Can Be Done to Help Leaders Overcome These Challenges? 5 Develop Managerial Effectiveness 5 Develop Relationship Skills 8 Develop Skills to Enact Change 10 Develop Skills to Cope with Organizational Politics 11 About the Research 15 Endnotes 16 About the Authors 17
4 Overview What are the challenges of those who are leading from the middle and executive levels of organizations? Many people speculate about them. Our research at the Center for Creative Leadership (CCL ) has found out what these challenges are from a proven and reliable source from the words of those leading from the middle and executive levels of organizations facing these challenges every single day. We gathered data from 763 participants of leadership development programs from seven different places in the world (China/Hong Kong, Egypt, India, Singapore, Spain, United Kingdom, and United States). Though they come from all parts of the world, these leaders consistently face the same six challenges: Managerial Effectiveness Inspiring Others Employees Leading a Team Guiding Change Internal Stakeholders and Politics We explain what these six challenges are, and ways that leaders can cope with them. We also implore those who design and implement training and development initiatives to understand these challenges. If you understand the challenges leaders face, you will be better able to design initiatives aimed at their development Center for Creative Leadership. All rights reserved.
5 Why look at these challenges? The life of a modern-day leader clearly is not easy. Inside their organizations, they need to lead and motivate a diversified group of people, work across organizational boundaries, improve efficiency, and achieve growth. Externally, they face a complex and globalized environment; they have to manage the requirements of government, keep up with competitors, and meet the expectations of other stakeholders. And within this global environment, there are many cultural considerations leaders must face to be effective. They must work across cultural boundaries and alongside others who, at times, are very different from them and have different ways of getting work completed. These are difficult challenges, and many leaders feel ill-prepared to tackle them. leaders who can face these challenges is tricky indeed. Of course, some training needs and content can be derived from organizational strategy and planned change initiatives. Yet many leaders have other needs and challenges that strategy or change initiatives do not cover. So what are those challenges, and how can a company ensure that training actually is designed to meet the development needs of a specific leader? To help companies clarify these issues, we investigated the main challenges leaders face around the globe and whether the challenges differ depending upon geographic location. The findings will not only help practicing leaders understand what they and others around the world are going through, but also inform training and development initiatives to ensure that developmental opportunities are appropriately targeted. Our research examined data from 763 participants of leadership development programs from seven different places in the world: China/Hong Kong, Egypt, India, Singapore, Spain, United Kingdom, and United States. Through their own words, the most significant challenges these leaders face are relatively similar across all seven locations. In this white paper, we review each of these challenges and ways leaders can effectively deal with them Center for Creative Leadership. All rights reserved. 3
6 Main Finding Six Common Challenges across Seven Countries Looking across the countries, there are six main categories that comprise more than half of all challenges. In addition, these six are ranked among the Top 10 challenges leaders face in each country. In order of frequency, they are: Managerial Effectiveness The challenge of developing the relevant skills such as time management, prioritization, strategic thinking, decision-making, and getting up to speed with the job to be more effective at work. Inspiring Others The challenge of inspiring or motivating others to ensure they are satisfied with their jobs; how to motivate a workforce to work smarter. Employees The challenge of developing others, including topics around mentoring and coaching. Leading a Team The challenge of team-building, team development, and team management; how to instill pride in a team or support the team, how to lead a big team, and what to do when taking over a new team. Guiding Change The challenge of managing, mobilizing, understanding, and leading change. How to mitigate change consequences, overcome resistance to change, and deal with employees reaction to change. Internal Stakeholders and Politics The challenge of managing relationships, politics, and image. Gaining managerial support and managing up; getting buy-in from other departments, groups, or individuals. Table 1 displays the frequency and rank of the Top 10 challenges in each country. It may be surprising to find so much consistency in these challenges, given that leaders came from all corners of the globe, as well as different industries and organizations. It seems that, overall, these six challenges are inherent in the role of being a middle/senior manager regardless of the context one needs to fulfill this role. Thus, the challenges should be core focus areas for managerial development, everywhere in the world, and in all organizations Center for Creative Leadership. All rights reserved.
7 Top 10 (of 34) Challenges Mentioned by Leaders in Each Country TABLE 1 Rank China Egypt India Singapore Spain UK US (% mention) (% mention) (% mention) (% mention) (% mention) (% mention) (% mention) 1 Managerial Effectiveness (26.3%) Employees (20.8%) Managerial Effectiveness (23.0%) Inspiring Others (23.2%) Leading a Team (40.4%) Guiding Change (33.0%) Managerial Effectiveness (26.0%) 2 Inspiring Others (22.2%) Managerial Effectiveness (18.9%) Employees (19.0%) Internal Stakeholders and Politics (20.5%) Inspiring Others (20.2%) Leading a Team (20.8%) Internal Stakeholders and Politics (24.0%) 3 Employees (20.2%) Guiding Change (17.0%) Guiding Change (17.0%) Employees (18.8%) Achieving Results (17%) Managerial Effectiveness (20.8%) Guiding Change (22.6%) 4 Mobilizing Collaboration (18.2%) Leading a Team (17.0%) Process (16.0%) Retention and Selection (18.8%) Communicating Effectively (17.0%) Employees (17.0%) Employees (15.1%) 5 Internal Stakeholders and Politics (17.2%) Inspiring Others (16.0%) Inspiring Others (15.0%) Leading a Team (17.9%) Guiding Change (17.0%) Internal Stakeholders and Politics (16.0%) Inspiring Others (15.1%) 6 Retention and Selection (15.2%) Leading Vision (14.2%) Retention and Selection (14.0%) Managerial Effectiveness (15.2%) Employees (17.0%) Inspiring Others (16.0%) Leading Vision (13.0%) 7 Process (11.1%) Process (11.3%) Leading Vision (14.0%) Leading Vision (15.2%) Mobilizing Collaboration (14.9%) Navigating Globalization (15.1%) Leading a Team (11.6%) 8 Leading Vision (11.1%) Performance (10.4%) Leading a Team (13.0%) Guiding Change (15.2%) Managerial Effectiveness (13.8%) Process (11.3%) Mobilizing Collaboration (10.3%) 9 Leading a Team (10.1%) Internal Stakeholders and Politics (10.4%) Internal Stakeholders and Politics (13.0%) Talent (10.7%) External Environment (10.6%) Leading Vision (11.3%) Being Recognized as a Leader (9.6%) 10 Guiding Change (10.1%) conflict (9.4%) Mobilizing Collaboration (10.6%) Performance (9.8%) Internal Stakeholders and Politics (10.6%) Driving Growth (9.4%) Leading With Less (7.5%) 2014 Center for Creative Leadership. All rights reserved. 5
8 What Can Be Done to Help Leaders Overcome These Challenges? In addition to targeted, planned, formal development initiatives and training so that leaders can deal with and overcome these challenges, other means that rely on learning in a more social and informal way are also appropriate. In the sections that follow, we give some helpful tips for leaders who are facing these challenges. Develop Managerial Effectiveness I am definitely going to take a course on time management... just as soon as I can work it into my schedule. Louis E. Boone, Poet and Novelist The most frequently mentioned challenge for China, India, and the United States is developing managerial effectiveness. This reflects the challenge of leaders to have a range of very specific skills such as prioritization, time management, and decision-making. Though this sort of skill development has been noted for decades, 1 it still seems to be one that is relevant in today s world of work. My biggest leadership challenge is: Workload is very challenging at times. Lots of different critical projects and activities going on with limited resources in the group. Juggling priorities is always at the forefront. (Manager from the United States of America) Center for Creative Leadership. All rights reserved.
9 So what can a leader do? Here are some recommendations: Goal-setting is important. Be proactive in setting goals, and with setting the timelines and deadlines required to meet those goals. Delegate more. Delegating can, in fact, make you more productive. The act of delegation can also empower the people to whom you have given work. Work on tasks that maximize your unique value-add. Among all the organizational priorities, there will always be important tasks that only you can do. These are the tasks on which you should focus. As a result, you will maximize your specific value to the organization. Everything else, try to delegate. Gain some role clarity. Understand what your work does and does not entail. With that, you may have to practice and be comfortable saying no Center for Creative Leadership. All rights reserved. 7
10 Develop Relationship Skills Outstanding leaders go out of the way to boost the self-esteem of their personnel. If people believe in themselves, it s amazing what they can accomplish. Sam Walton, businessman known for founding Walmart and Sam s Club Three of the challenges inspiring others (top challenge in Singapore), developing employees (top challenge in Egypt), and leading a team (top challenge in Spain) are all related to the relationship-oriented part of leadership. This is more important in today s context of work, where organizations are encouraging leaders to pursue and participate in relationships that develop their direct reports and team members. 2 The division between task- and relationshiporiented leadership has been around for decades; leaders must focus on production, as well as demonstrate behaviors that tap into interpersonal concerns. 3 So leaders need to build and maintain relationships by inspiring others, developing others, and leading their team. My biggest leadership challenge is: To motivate a group of 70 staff who had been working with the organization for more than 10 years. Some of the staff have been in the same position without promotion for more than 6 to 8 years. (Singaporean manager) Qualify my direct reports to fill in for me in the tasks previously done by myself, mainly on two fronts, 1st to develop their business knowledge and sense of perfection which will, 2nd, help them gain their team members trust and dedication. (Egyptian manager) Creating a really collaborative team in a newly established unit. (Spanish manager) Center for Creative Leadership. All rights reserved.
11 While developing relationships with others is a huge challenge, here are some things to consider: Take an active role in mentoring, coaching, and developing others. Provide challenging opportunities for others, promote your employees to upper management (i.e., trumpet their successes), and empower others to increase their area of competence. Support your employees by providing guidance and feedback. Assume roles such as being a sounding board, role model, or shoulder to lean on, while ensuring that organizational structures and systems enhance collaboration and accountability. Meet the needs of your employees. It s not just making sure that your employees have the right software or enough office supplies. You also have to meet their psychological and social needs. Many people need to be validated by others and desire to be part of something. A leader must try to meet the differing needs of the many individuals with whom they work on a daily basis. Manage team effectiveness. Make sure your team has a clear purpose, strong support, and effectively shares information among the group and with important stakeholders outside the group Center for Creative Leadership. All rights reserved. 9
12 Develop Skills to Enact Change The nature of the global business environment guarantees that no matter how hard we work to create a stable and healthy organization, our organization will continue to experience dramatic changes far beyond our control. Margaret J. Wheatley, writer and management consultant Guiding change is a top challenge for leaders, particularly in the United Kingdom. Organizations exist in a VUCA world (volatile, uncertain, complex, and ambiguous). 4 Leaders need to be adept at managing, mobilizing, leading, and dealing with change. Incorporating change management and enhancing resourcefulness should be at the forefront of leadership development initiatives. Here are some suggestions to develop your change leadership skills even further: Try it, you might like it. This old television commercial slogan can help you incorporate change. It s natural that people do not like change. Leaders should try to transform their own thinking, and be more open to fresh ideas. If leaders are able to do that, they can be an example to others to embrace change as well. People may witness that shift in attitude and embrace it. Embrace emotional reactions to change. Human cognition and emotion are integrated systems. When convincing people that change is needed and desirable, it s not enough to use rational arguments. Leaders also need to be sensitive to employees emotions and show empathy. Engage people emotionally by being visionary, passionate, and authentic. Since you cannot be clairvoyant, be clear. Nobody can tell others what the future will be, but you definitely can tell others about the present and what you re doing to reach the desired future stage. Let people know what is going on. If you reduce as much ambiguity as possible, control over the situation increases, enabling people to become proactive change agents. They will feel like masters of their own destiny. My biggest leadership challenge is: Leading the organisation through a business-wide transformation programme as part of the executive team. This involves the consolidation of product offerings, driving customer centricity, well-managed agendas, substantial outsourcing and headcount reduction. (Manager from the United Kingdom) Center for Creative Leadership. All rights reserved.
13 Develop Skills to Cope with Organizational Politics Just because you do not take an interest in politics doesn t mean politics won t take an interest in you. Pericles, Greek statesman, orator, and general Another frequent challenge that is in the Top 10 for all seven countries in our study is managing internal stakeholders and politics. This goes to show that no matter where you are in the world, organizations are inherently political. 5 To more effectively manage internal stakeholders and politics, leaders need to develop and enhance their political skill and savvy, defined as the ability to effectively understand others at work and to use such knowledge to influence others to act in ways that enhance one s personal and/or organizational objectives. 6 My biggest leadership challenge is: The ability to convince and influence other stakeholders to follow the regional and global direction. (Manager from India) How to enhance the department position in the organization to add more value to the organization in both operational and strategic perspective. (Manager from China) 2014 Center for Creative Leadership. All rights reserved. 11
14 There are several ways leaders can enhance their political savvy so that they can navigate inherently political environments and manage internal and external stakeholders: 7,8 Mingle strategically and build strong networks and relationships with people. Map out your network by writing your name in the middle of a sheet of paper. Put the names of those with whom you have a strong relationship close to you, and those with whom you have a weak or distant relationship farther from you. Then ask if some of your close connections can help you meet with your distant connections. Manage up. Keep your boss informed. Be proactive in telling your boss what is going on, the struggles you and your team are having, and what is going well. Ask what you d like to know about yourself if you were in your boss s shoes and purposefully manage this perception of yourself. You can do this by enhancing some of the characteristics and talents your boss might consider the most important ones for the company, while making sure you keep your authenticity. Read the situation. Observe and gather information from others and the environment. Do this by actively listening to others, paying attention to the verbal and especially, nonverbal behaviors of others to understand what is really being said. Leave people with a good impression. Being politically savvy is not being manipulative. Having integrity and being authentic are of the utmost importance. Get feedback on how your message and behavior really come across to others. Avoid gossiping. Keep confidences. Deliver on the promises you make Center for Creative Leadership. All rights reserved.
15 2014 Center for Creative Leadership. All rights reserved. 13
16 Conclusion Human beings are more alike than unalike, and what is true anywhere is true everywhere... Maya Angelou, poet, memoirist, novelist, and civil rights activist There is no doubt that the work of modern-day leaders is complicated around the world. And our research shows that the challenges these diverse leaders face are more similar than different. Even though they may feel alone with the problems and challenges they have, it is likely that one leader s challenge is the same as others several time zones away. So leaders out there, take solace in the fact that you are not alone. Help others who probably have the same challenges. At the very least, listen. Give peer feedback if you are asked for it you probably have some great advice since you probably went through it (or are going through it). For those who work in training and development, knowing the challenges leaders face can be the catalyst for developmental initiatives aimed at helping leaders. Developmental initiatives are more effective if they are in line with the challenges leaders face. So, we suggest that a majority of the content could be the same no matter where the training is taking place or who is going through the training. However, we also recognize that there may be a cultural appropriateness or awareness of how to do certain things; what is accepted in one culture may be unacceptable or taboo in another. As the second part of the aforementioned Angelou quote goes... yet I encourage travel to as many destinations as possible for the sake of education as well as pleasure. Some behaviors may be the norm in one country but different in another. One does not know unless one is educated about or knows the culture. In developing training and development initiatives aimed at helping leaders with these challenges, it is essential to be aware of the cultural nuances. With leaders around the world having the same challenges across six areas, those designing training and development initiatives can more appropriately align developmental initiatives to help managers solve problems around developing managerial effectiveness, inspiring others, developing employees, leading a team, guiding change, and managing internal stakeholders and politics Center for Creative Leadership. All rights reserved.
17 About the Research Participants Data is from participants of the Leadership Development Program (LDP) of the Center for Creative Leadership (CCL ) between January 2007 and October Each participant completed assessments and background forms usually between two and eight weeks before his or her respective program. Our final sample consisted of 763 practicing managers from seven different locations: 99 participants from China (60 of those from mainland China, 39 from Hong Kong); 106 from Egypt, 100 participants from India; 112 from Singapore; 94 from Spain; 106 participants from the United Kingdom; and 146 participants from the United States. In each location, there was about a split between male and female participants (except India, where it was 84% male). Most (93.8%) participants were at the middle, upper middle, and executive levels of management. They had, on average, 4.15 years tenure in their current job and 9.38 years tenure in their current organization. Most (84.9%) worked in the private sector from eight different industries (communication, utilities, education, finance, insurance, banking, government, health, human services, manufacturing, transportation, wholesale/retail trade). Procedure As part of their pre-work before coming to their respective leadership development program, participants filled out several assessment and background biographical forms. Part of this pre-work asked each participant to answer the following open-ended question: What are the three most critical leadership challenges you are currently facing? Participants used their own words to explain and illustrate their challenges and could use as few or as many words as they wished, with a maximum of 500 characters for each challenge. Overall, 2,217 challenges were collected (703 participants listed three challenges, 48 participants listed two challenges, and 12 participants listed one challenge). Our coding procedure came up with 33 categories of challenges that managers face. Analysis We used thematic analysis 9 to identify themes and patterns in participants leadership challenges that eventually became challenge categories. The coding procedure began with two coders randomly selecting leadership challenges from 100 of the participants. The final coding system included 33 categories and one non-codable category. The entire challenge statement provided by the participant was examined, no matter how many words were used to describe it, and only one challenge category was used per challenge statement. All challenges were independently coded by at least two raters with frequent meetings about calibration of coding. The overall agreement for the coding by the two raters was 56% (compared to a 3% chance agreement). 10 When all four coders coded the remaining 44% of the challenges, 78% of the time there were at least three that reached agreement. Where discrepancies occurred, the coding team met to discuss and reach consensus for all challenges Center for Creative Leadership. All rights reserved. 15
18 Endnotes 1 Gentry, W. A., Harris, L. S., Baker, B. A., & Leslie, J. B. (2008). Managerial skills: What has changed since the late 1980s. Leadership & Organization Development Journal, 29, Gentry, W. A., & Sosik, J. J. (2010). Developmental relationships and managerial promotability in organizations: A multisource study. Journal of Vocational Behavior, 77, Yukl, G. A. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. 4 Stiehm, J. H. (2002). The U.S. Army War College: Military Education in a Democracy. Philadelphia, PA: Temple University Press. 5 Mintzberg, H. (1985). The organization as a political arena. Journal of Management Studies, 22, Ferris, G. R., Treadway, D. C., Kolodinsky, R. W., Hochwarter, W. A., Kacmar, C. J., Douglas, C., & Frink, D. D. (2005). Development and validation of the political skill inventory. Journal of Management, 31, Page Ferris, G. R., Davidson, S. L., & Perrewé, P. L. (2005). Political Skill at Work: Impact on Work Effectiveness. Mountain View, CA: Davies-Black Publishing 8 Gentry, W. A., & Leslie, J. B. (2012). Political Savvy. Greensboro, NC: Center for Creative Leadership. 9 Boyatzis, R. E. (1998). Transforming Qualitative Information. Thousand Oaks: Sage. 10 Due to the high number of categories, a computation of Kappa statistics is not applicable. This white paper is based on findings from the following study: Gentry, W. A., Eckert, R., Munusamy, V. P., Stawiski, S. A., & Martin, J. (in press). The needs of participants in leadership development programs: A qualitative and quantitative, crosscountry investigation. Journal of Leadership & Organizational Studies Center for Creative Leadership. All rights reserved.
19 About the Authors William A. Gentry, PhD, is a Senior Research Scientist and coordinator of internships and postdocs at the Center for Creative Leadership (CCL) in Greensboro, NC. He also trains CCL s Assessment Certification Workshop and Maximizing your Leadership Potential program and has been an adjunct professor at several colleges and universities. In applying his research into practice, Bill s current focus is on helping leaders who are managing for the first time. Bill has more than 70 academic presentations and has been featured in more than 50 Internet and newspaper outlets. He has published more than 40 articles on leadership and organizational psychology including in the areas of firsttime management, leader character and integrity, mentoring, managerial derailment, multilevel measurement, organizational politics and political skill in the workplace. He also studies nonverbal behavior and its application to effective leadership and communication, particularly in political debates. Bill holds a BA degree in psychology and political science from Emory University and an MS and PhD in industrial/organizational psychology from the University of Georgia. Follow Bill on Sarah A. Stawiski, PhD, is a Senior Research Scientist at CCL in San Diego, CA. Sarah s work focuses on evaluating the impact of leadership development programs and understanding individual and organizational factors that influence workplace attitudes and behaviors. Other interests include small group processes, ethical decision-making, and corporate social responsibility. Before coming to CCL, Sarah worked for Press Ganey Associates, a healthcare quality-improvement firm. She holds a BA in psychology from the University of California, San Diego, and an MA and PhD in applied social psychology from Loyola University Chicago. Sophia Zhao, PhD, is a Research Scientist at CCL. Her work focuses on understanding leadership needs in specific sectors, regions and populations, and solutions that address the needs. Her current research interests are senior leadership challenges, women s leadership, and coaching. She holds a BA in economics from Fudan University and a PhD from NUS Business School, National University of Singapore. Regina H. Eckert, PhD, is a CCL Senior Research Scientist in the EMEA region. Her work focuses on leadership, careers and diversity, including gender, ethnic and cultural diversity. Currently she is managing research projects that explore managerial careers in 21st century Europe and 360-degree feedback for development in multinational work environments. She works at the intersection of science and practice, publishing and presenting her work for academic and practitioner audiences worldwide. Regina s writings are featured in CCL s Handbook of Leadership Development (Jossey-Bass, 2010). Prior to joining CCL, Regina consulted with companies across Europe in the automotive, healthcare, manufacturing and food industries on projects of diversity and career progression, organizational culture change, expatriate coaching and team-based management. She holds a degree in psychology from the University of Munich, Germany, and a PhD in management from Aston Business School, UK Center for Creative Leadership. All rights reserved. 17
20 The Center for Creative Leadership (CCL ) is a topranked, global provider of leadership development. By leveraging the power of leadership to drive results that matter most to clients, CCL transforms individual leaders, teams, organizations, and society. Our array of cutting-edge solutions is steeped in extensive research and experience gained from working with hundreds of thousands of leaders at all levels. Ranked among the world s Top 10 providers of executive education by Bloomberg Businessweek and the Financial Times, CCL has offices in Greensboro, NC; Colorado Springs, CO; San Diego, CA; Brussels, Belgium; Moscow, Russia; Addis Ababa, Ethiopia; Johannesburg, South Africa; Singapore; Gurgaon, India; and Shanghai, China. CCL - Americas (U.S. or Canada) (Worldwide) Greensboro, North Carolina Colorado Springs, Colorado San Diego, California CCL - Europe, Middle East, Africa Brussels, Belgium +32 (0) Addis Ababa, Ethiopia Johannesburg, South Africa +27 (11) Moscow, Russia CCL - Asia Pacific Singapore Gurgaon, India Shanghai, China Affiliate Locations: Seattle, Washington Seoul, Korea College Park, Maryland Ottawa, Ontario, Canada Ft. Belvoir, Virginia Kettering, Ohio Huntsville, Alabama San Diego, California St. Petersburg, Florida Peoria, Illinois Omaha, Nebraska Minato-ku, Tokyo, Japan Mt. Eliza, Victoria, Australia Center for Creative Leadership and CCL are registered trademarks owned by the Center for Creative Leadership Center for Creative Leadership. All rights reserved /2.14
STORY OF IMPACT N.C. State University s Caldwell Fellows Program 40 Years of CCL Impact Sector: Higher Education In 1972, the Smith Richardson Foundation had a vision: Provide leadership development training
WHITE PAPER A Leadership Gap Analysis for Chinese Leaders From a 360-Degree Survey By: Sophia Zhao and William A. Gentry Contents Executive Summary 1 Introduction 2 Key Questions 4 Key Findings 5 Prioritizing
WHITE PAPER Building the Case for Executive Coaching By: Sarah Stawiski, 1 Maggie Sass, and Rosa Grunhaus Belzer Contents Investing in Results 1 CCL Coaching Effectiveness Research 4 Endnotes and References
STORY OF IMPACT The Kentucky Leadership Institute for School Principals Businesses Changing the Face of Education Sector: Education The Challenge The Kentucky Chamber Foundation and the state s business
WHITE PAPER Blended Learning for Leadership The CCL Approach By: Ron Rabin Contents Executive Summary 1 The Learning Challenge 2 Redefining the Blend 3 The Learning Challenge 4 Additional Resources 8 About
STORY OF IMPACT Robert Wood Johnson Foundation Ladder to Leadership: Developing the Next Generation of Community Healthcare Leaders Sector: Community Healthcare The Challenge Management expert Peter Drucker
WHITE PAPER Network-Savvy Executives Five Advantages for Leaders in a Networked World By: Charles J. Palus, Vered Asif, and Kristin Cullen Contents Introduction 1 The Network Advantage 2 Network Know-How:
WHITE PAPER Exploring Shared Value Use Inter-organizational Networks as a Strategy for Business Success and Positive Societal Impact By: Vered Asif and Chuck Palus Contents Introduction 1 Step 1 Identify
WHITE PAPER Innovation How Leadership Makes the Difference By: David Magellan Horth and Jonathan Vehar Contents Introduction 1 Innovation Efforts Fall Short 2 3 Foundations of Leading Innovation 3 5 Recommended
AN IMPACT STORY Bronx, NY and Fairfax County, VA Schools Two very different school districts One shared leadership challenge By: Sarah Stawiski, William A. Gentry, Laura Santana and David Dinwoodie Revised
WHITE PAPER Women and Political Savvy How to Build and Embrace a Fundamental Leadership Skill By: Jean Brittain Leslie and William A. (Bill) Gentry Contents Introduction 1 Politics: Good, Bad, or Neutral?
STORY OF IMPACT The American Express Nonprofit Leadership Academy Developing a New Generation of Leaders to Bridge a Talent Gap Sector: Financial Services Not-for-profit organizations need to have more
WHITE PAPER Navigating Innovation Roadblocks Key Differences between Innovative And Non-Innovative Organizations By: Cathleen Clerkin and Kristin Cullen-Lester Contents Introduction 1 The Struggle to Innovate
QuickView Leadership Series Helping you navigate the leadership landscape World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013 2014 By: Jennifer J. Deal, Kristin Cullen, Sarah
WHITE PAPER Making Leadership Happen By: Cynthia McCauley The ideas expressed in this paper represent the collective work of many colleagues at the Center for Creative Leadership. Contents A Whole System
A White Paper Blended Learning for Leadership: The CCL Approach By: Ron Rabin, Ph.D. Issued May 2013 Executive Summary Blended Learning is often defined as a mix of classroom and virtual training events.
WHITE PAPER High-potential Talent A View from Inside the Leadership Pipeline By: Michael Campbell and Roland Smith Contents Executive Summary 2 Background 4 Who is a High potential? 5 An Organizational
The CCL Advantage You want the best. Organizations want the best leadership talent at the helm. To help achieve this, working with partners with recognized expertise is critical. The Center for Creative
Leadership Program for Core Development Leaders of Managers Leadership Development Program (LDP) esults that matter sustained impact for you, your business ct for you, your business that matter sustained
WHITE PAPER The Leadership Challenge in the Pharmaceutical Sector What Critical Capabilities are Missing in Leadership Talent and How Can They be Developed? By: Jean Brittain Leslie and Kim Palmisano Contents
A White Paper 2010 Center for Creative Leadership. Creating Tomorrow s Government Leaders An Overview of Top Leadership Challenges and How They Can Be Addressed By Ellen Van Velsor, Ph.D., Clemson Turregano,
QuickView Leadership Series Helping you navigate the leadership landscape Employee Engagement: Has It Been a Bull Market? by Jennifer J. Deal, Ph.D., Sarah Stawiski, Ph.D., and William A. Gentry, Ph.D.
WHITE PAPER Expanding the Leadership Equation Developing Next-Generation Leaders By: Ellen Van Velsor and Joel Wright WHEN should leadership development START? Contents Introduction 1 Leaders Perspectives
Specialized Audience Program Multi-phased Experiential Learning for Mid- to High-Level Managers Women s Leadership Experience Leadership is DIFFERENT for women. The Women s Leadership Experience is a multi-phased
WHITE PAPER Third in the Transitioning Into Leadership Series Mentoring First-Time Managers Proven Strategies HR Leaders Can Use By: William A. (Bill) Gentry and Richard J. Walsh #1stTimeMgr Contents Executive
Specialized Audience Leadership Program Mid- to Executive-Level HR Leaders Coaching for Human Resource Professionals Open More Doors Coaching is fast becoming a routine part of talent development and organizations
WHITE PAPER - News and Insight for Learning, Development and HR Leaders What Makes a Leader Effective? U.S. Boomers, Xers, and Millennials Weigh In By Jennifer J. Deal, Sarah Stawiski, William A. Gentry,
WHITE PAPER Using Political Skill to Maximize and Leverage Work Relationships By: Phillip Braddy and Michael Campbell Contents What Is Political Skill and Why Is It a Good Thing? 1 Four Political Skill
QuickView Leadership Series Helping you navigate the leadership landscape Employee Perceptions of Corporate Social Responsibility The Implications for Your Organization By: Sarah Stawiski, Ph.D., Jennifer
WHITE PAPER Executive Integration Equipping Transitioning Leaders for Success By: Douglas Riddle Contents Executive Integration 1 Elements of a Focused Leader Integration Program 4 Focus Learning and Action
WHITE PAPER Learning About Learning Agility By: Adam Mitchinson and Robert Morris Contents Introduction 1 What is Learning Agility? 2 Exploring the Learning Agility Assessment Inventory 3 Learning Agility
WHITE PAPER Learning Leadership in the Military Key Developmental Events and Lessons from Senior Officers By: Ellen Van Velsor, Corey Criswell, Katie Puryear, and Neil Hollenbeck Contents Executive Summary
WHITE PAPER Vertical Leadership Development Part 1 Developing Leaders for a Complex World By: Nick Petrie Contents Overview 1 The Beginning 2 Four Reasons Many Leadership Programs Don t Work 4 In a VUCA
W H I T E P A P E R / P A G E 1 Precision Coaching and Development with the CPI 260 Assessment Martin Boult, BBSc, D.Psych Two weeks after successfully graduating from the CPI 260 Certification Program,
WHITE PAPER Leading with Impact How Functional Leaders Face Challenges, Focus Development, and Boost Performance By: Richard J. Walsh and Stephanie A. Trovas Contents Introduction 1 Challenges are Immense
Development Planning Guide A s s e s Executive Dimensions Benchmarks s m Prospector 360 By Design e n t S i u e t 360 By Design 360 By Design Development Planning Guide The Center for Creative Leadership
WHITE PAPER Analytics for Change How Networks and Data Science Will Revolutionize Organizational Change By: Kristin Cullen-Lester and Phil Willburn Contents Organizational Change, Meet Data Science 1 3
A White Paper Empathy in the Workplace A Tool for Effective Leadership* By William A. Gentry, Ph.D., Todd J. Weber, Ph.D., and Golnaz Sadri, Ph.D. *This white paper is based on a poster that was presented
Specialized Audience Leadership Program Mid- to Senior HR Professionals Leadership Development for HR Professionals ults that matter sustained impact for you, your business and the world. We deliver results
WHITE PAPER The first in the Transitioning Into Leadership Series It s Not About Me. It s Me & You. How Being Dumped Can Help First-Time Managers By: William A. (Bill) Gentry Contents Executive Summary
DEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT Results That Matter Sustained Impact for You, Your Business and the World. What matters most to you? How individuals thrive,
Includes dates for December 11, 2015 - March 31, 2017 Core Programs The Center for Creative Leadership's core programs target the real-world challenges unique to each level of leadership whether you're
WHITE PAPER News and Insight for Learning, Development and HR Leaders A Leader s Network How to Help Your Talent Invest in the Right Relationships at the Right Time By: Phil Willburn and Kristin Cullen
Constructing a High-Performance Tertiary Education System in Finland Jamil Salmi, 10 December 2014 The future of tertiary education? A world of science fiction? social and economic progress is achieved
Using Your Degree for Advancement in Management and Leadership Walden University Career Services Center http://careercenter.waldenu.edu Career Services Mission and Team Lisa Cook, JD Senior Director of
Employee performance management in a global setting Brenda Wilson Performance management overview What is performance management? Performance management is a CORE business process driven by business strategy,
Turning Employee Survey Data into Strategic Action An Overview of the Action Catalyst Model C A T A L Y S T SirotaScience Webinar April 19, 2012 Welcome to the SirotaScience Webinar Series SirotaScience
Onboarding Design Build Attract The most critical time in an executive s career is the first 100 days in a new role. Executives promoted or hired into new roles are expected to not only find their way,
Coaching and Positive Feedback Focus on developing employees by unlocking their potential and enhancing their job performance. Provide perspectives and encouragement while concurrently setting high standards
Bachelor of Arts in Leadership LEAD ON A NEW LEVEL You work hard, but now you re ready for something more. A promotion, a new way to approach your work, or a new career altogether. You re ready to take
WHITE PAPER Make Learning Stick Best Practices to Get the Most out of Leadership Development By: Diane Reinhold, Tracy Patterson, and Peter Hegel Tell me and I forget, teach me and I may remember, involve
STORY OF IMPACT Credicorp Group Leadership Development Strategy: An Evolving Approach Linked to Business Performance Sector: Banking & Finance Issued November 2013 INTRODUCTION When Credicorp, the leading
Getting an Education Schools Leaders Need Specialized Development The unique elements in the public school setting in the United States demand a more customized approach to the development of its leaders.
Leadership Development Program (Level I and Level II) PR O GR A M OV ER V IE W Our Leadership Development Programs (LDP Level I and Level II) are designed to address the development needs of managers and
CGMA COMPETENCY FRAMEWORK LEADERSHIP SKILLS THE CGMA COMPETENCY FRAMEWORK IS COMPRISED OF FOUR KNOWLEDGE AREAS Technical Skills, Business Skills, People Skills and Leadership Skills. These knowledge areas
A White Paper Bridging the Strategy/Performance Gap How Leadership Strategy Drives Business Results By: David L. Dinwoodie Laura Quinn, Ph.D. John B. McGuire Issued December 2013 Table of Contents Overview...
1. Change Leadership: A structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. 2. Coaching: Organizational Development Theories and Techniques
Organisational Inoculation Chris Phillips Manager People & Performance Leadership The only way to safeguard your organisation from the diseases that can break it apart from within and without is through
Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.
Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your
ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc. "... the number-one-selling organizational behavior (OB) textbook in the United States
POD Quarterly Courses & Related Competencies Competencies are skills or behaviors that are essential for success in specific roles. In this document, you ll find more than twenty competencies as defined
Youth Empowerment Program Youth Empowerment Program An Initiative of Complete Human Resource Solutions House # 97, Street 96, I-8/4, Islamabd, Pakistan. Website: www.chrs.pk, Email: email@example.com Preface
The Successful Manager s Leadership Program The Successful Manager s Leadership Program The University of Minnesota s College of Continuing Education (CCE) is pleased to present the following information
Future Leaders Programme LEADERSHIP DEVELOPMENT 1 Message from the Vice-Chancellor Dear colleagues, we have developed a radical, ambitious and achievable Vision for our future. Achieving this Vision requires
Consulting Training Coaching Team building Authoring www.york-associates.co.uk www.york-associates.co.uk 1 Who we are Established in 1980, York Associates is a leading provider of international team and
Global Talent Management and Rewards Study At a glance Overview The 2014 Global Talent Management and Rewards Study provides an in-depth look at the practices and concerns of organisations around the globe.
Assignment 2 by Sheila Y. Grangeiro Rachel M. Vital EDD 9100 CRN 51180 Leadership Seminar Nova Southeastern University July 29, 2012 2 Book Review Overview The Four Obsessions of an Extraordinary Executive
EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen
High impact recruitment solutions Talent with impact About Futurestep We are the global industry leader in high impact recruitment solutions; offering fully customized, flexible services to help organizations
By John G. Schieman Global corporations are increasingly under pressure to perform. High caliber executive leadership is an essential element of that success. Many companies are asking, Do we have sufficient
UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational
University of Maryland Robert H. Smith School of Business Executive MBA Smart ready Experienced Successful just like you steady Determined confident Motivated smith Ambitious driven EMBA Our students and
LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,
Motivated by the Organization s Mission or Their Career? Implications for Leaders in Turbulent Times by Jeffrey L. Herman Jennifer J. Deal, Ph.D. Jamie Lopez, Ph.D. William A. Gentry, Ph.D. Stephanie Shively,
PERSONAL LEARNING NEW PERSONALIZED DIGITAL LEARNING W O R L D W I D E IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times Learning Leadership (LL) is part of a new offering of personalized
The Global State of Employee Engagement: A 2014 Study The Global State of Employee Engagement: A 2014 Study In May of 2014, BPI group partnered with research firm BVA to survey the state of employee engagement
Mentoring A Guide for Mentors in the Mentoring Mentoring: A Cornerstone of the The mission of the (WLI) is to educate, inspire, and empower the next generation of female leaders with the core values, attitudes