Search results

Sort by: Relevancy | sort ascendingDate | Title | Rating

 

Vertical Leadership Development Explained

Idea posted: September 2016
  • Leadership & Change
  • Learning & Behaviour

Most leadership development is focused on adding new tools and competencies, what might be called ‘horizontal development.’ However, ‘vertical development’ — developing, updating or changing a leader’s mindset and mental models — is equally important. Vertical leadership development is contingent on three conditions: ‘heat experiences’, ‘colliding perspectives’, ‘elevated sensemaking’.

Idea #623
Read Idea
 
Richard Long, Edward G. Robinson, Loretta Young, Martha Wentworth, Orson Welles, Philip Merivale, Byron Keith, in The Stranger, 1946, directed by Orson Welles (Source: Wikimedia Commons)

Succession Planning: Boards Need to Know Their Senior Managers

Idea posted: October 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

When a CEO leaves, his or her successor will be chosen from among internal and external candidates. Research shows that a board of directors will know surprisingly little about internal candidates, since directors have minimal interaction with executives below the CEO level — often limited to formal board presentations. Effective succession planning requires directors to become more directly involved in the organization’s talent development program.

Idea #443
Read Idea
 
Lion tamer in cage with two lions, a lioness, and two tigers.  Chromolithograph, Gibson & Co. (Cincinnati, Ohio), published c. 1873 (Source: Wikimedia Commons)

Coaches Needed to Help CEOs and Senior Managers

Idea posted: September 2014
  • CSR & Governance
  • Learning & Behaviour

Nearly two-thirds of CEOs do not receive any coaching or leadership advice from the outside (e.g. from mentors, coaches or consultants), says a Stanford survey on executive coaching. Yet the CEOs would welcome the help. The survey shows that nearly 100% would welcome outside advice and coaching — especially on issues such as sharing, leadership delegation, and conflict management — the major developmental areas of concern for CEOs.

Idea #442
Read Idea
 
Why books are always better than movies? An image made by Massimo Barbieri using the free software Gimp, 2009 (Source: Wikimedia Commons)

Understanding Dreams: A New Tool for the Executive Coach?

Idea posted: April 2014
  • CSR & Governance
  • Learning & Behaviour
Institutions: INSEAD

Dreams can provide powerful clues to someone’s mental and emotional state. They can also be a ‘path’ to conflict resolution and problem-solving, helping people confront deep-seated fears and concerns. Dream recall can, therefore, be an important part of executive and leadership coaching.

Idea #371
Read Idea
 
US TV sitcom Happy Days, 1975, broadcast by ABC. Pictured are Potsie (Anson Williams), Richie (Ron Howard), Fonzie (Henry Winkler) and Ralph Malph (Donny Most) (Source: Wikimedia Commons)

Coaches, Mentors and the Risk of ‘Rescuer Syndrome’

Idea posted: October 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

Coaching and mentoring are increasingly seen as integral to effective leadership development. Like all ‘therapeutic’ interventions, however, they carry risks. Some executives are attracted to the mentoring role for complicated personal reasons and may form ‘co-dependent’ relationships that do more harm than good. Organizations need to take steps to protect mentors and the people they’re trying to help from ‘rescuer syndrome’.

Idea #240
Read Idea
 

Group Coaching: The ‘X-Factor’ Explained

Idea posted: October 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

Group coaching can be a catalyst for both individual and organizational change. Its ‘active ingredients’, however, are not commonly understood. Greater awareness of why and when group coaching works can help maximise its benefits. Anecdotal evidence and research suggest effective sessions share a number of key characteristics.

Idea #234
Read Idea
 

Shaping a Global Leadership Strategy For Cross-Cultural Effectiveness

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

In organizations across the globe, managers at all levels must be trained and ‘groomed’ for future leadership roles. But will a manager in Delhi respond in the same way to the same training as a manager in Beijing – or in California, or Singapore? This research Idea from CCL identifies both the universal sources of leadership learning, found across China, India, Singapore and the US, as well as unique approaches specific to each country – by way of a cross-country comparison of developmental experiences.

Idea #046
Read Idea
 

Inspiring Indian Business Leaders’ Development

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

The most effective leadership development breakthroughs for business leaders in India come from events during their lives and on-the-job experiences; and not necessarily through classroom learning. This Idea explores that research-based notion, and the important role senior leaders have to play in becoming inspiring bosses and positive role models.

Idea #057
Read Idea
 

Bricklayer to Architect: How Managers Become Leaders

Idea posted: January 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: IMD

Many executives making the shift from leading a function to leading an enterprise can stumble as they take the step up. It’s tough to do. We are asking someone to shift from left-brain, analytical thinking to right-brain conceptual mind-sets. It’s a big change. Michael D. Watkins highlights seven Seismic Shifts here that allow the emerging leader to do that over time: to draw focus from a wider lens, and make the transition successfully.

Idea #060
Read Idea
Real Time Analytics