The environment that leaders operate in is changing so fast that the methods being used to develop them is not keeping pace. This session is based on a one year research project at Harvard focused on the question, 'What will the future of leadership development look like?' In this session your organization will learn how to design and deliver leadership programs that equip leaders with the skills they need for an increasingly complex world. Topics to be addressed include: - The emerging challenges for leaders in the workplace - The skills and capacities needed by leaders to meet these challenges - The four trends shaping the future of leadership development - They key principals for the design of future leadership programs

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Nick
Petrie
Future Trends in
Leadership Development

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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

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What are you seeing out there?

4. Leading During Complex
and Uncertain Times
Volatility
Uncertainty
Complexity
Ambiguity
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What Skills/
A=ributes/
Capacities
will be most
important
for leaders ?

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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

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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

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

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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.”

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Trend 1: Greater Focus On Vertical Development

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Two Types of Development

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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.

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14. -­‐ 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

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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)

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©2011 Center for Creative Leadership. All rights reserved.©2012
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Ge7ing Unstuck

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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

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Trend 2: Transfer…
…of greater
developmental
ownership to
the individual

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Stop Doing?
“Stop sending
people to
courses they
don’t want to
go to.”

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22. LEADER
SUPERIORSUPERIOR
DIRECT
REPORT
DIRECT
REPORT
DIRECT
REPORT
DEVELOPMENTAL NETWORKS
PEERPEER
BOSS

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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

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©2011 Center for Creative Leadership. All rights reserved.
The Research
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• 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

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©2011 Center for Creative Leadership. All rights reserved.©2012
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Exhibit 1: My Co-­‐‑Worker Did No Follow-­‐‑Up

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

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

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Trend 3: Leadership as a Collective Process

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Trend 4: Innovation
Much greater
focus on
innovation in
leadership
development
methods

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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
?

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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

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(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

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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?

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Contact and Resources
• www.nicholaspetrie.com
• petrien@ccl.org