A Critical Ingredient for Organizational Success
Global Organizational Leadership Development
White Paper Series May, 2009
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• CCL Contact Information • Introduction • What is a Leadership Strategy? • Creating the Leadership Strategy • Creating the Leadership Development Strategy • Implications for Talent Acquisition, Talent Sustainability and Leadership Practices
• Getting Results and Building the Talent your Organization Needs
• Conclusion • References
© 2009 Center for Creative Leadership. ALL RIGHTS RESERVED. The information contained in this document is proprietary and confidential intellectual property of the Center for Creative Leadership. Copying or redistribution for commercial purposes of any material or designelements is strictly prohibited
CCL Contact Information
Questions or inquiries for additional information or clarification can be addressed to: • William Pasmore - SVP & Global Practice Leader E-mail: email@example.com • Kim Lafferty - Regional Director, EMEA E-mail: firstname.lastname@example.org • Center for Creative Leadership 1 Leadership Place P.O. Box 26300 Greensboro, NC 27438- 6300 USA Tel: +1 336 545 2810 Website: http://www.ccl.org • Center for Creative Leadership Europe, Middle East, Africa Avenue de Tervueren 270 Tervurenlaan B-1150 Brussels Belgium Tel: +32 (0)2 679 0910 Fax: +32 (0)2 673 6306
© 2009 Center for Creative Leadership. ALL RIGHTS RESERVED. T he information contained in this document is proprietary and confidential intellectual property of the Center for Creative Leadership. Copying or redistribution for commercial purposes of any material or designelements is strictly prohibited
Organizations depend upon capable leadership to guide them through unprecedented changes. Yet, there is ample evidence in the news and in recent research reports that even some of the best and most venerable organizations are failing to adapt to change, implement their strategic plans successfully or prepare for a more uncertain future. We believe the turmoil we are currently observing has something to do with leadership, and that if we don’t change our current approach to leadership development, we will see even more of the same. As well-known companies disappear or are taken over (think of Lucent, Chrysler, Lehman Brothers, Northern Rock, Merrill Lynch) and new forces like the economies of China and India rise, surveys of CEOs show that they believe the one factor that will determine their fate is the quality of their leadership talent. Yet many top executives bemoan the lack of leadership bench strength in their companies and wonder what will happen once the baby-boomer generation of leaders finally steps aside. Can we count on the next generation of leaders to step up once they are in position? Or are we seeing evidence of a talent gap that cannot be closed and will result in even greater numbers of high-profile failures? What can your organization do to avoid the risks associated with inadequate leadership and better prepare its current and future leaders for changes that are yet unforeseen? Every leader is aware of the value of a well-defined business strategy. Few, however, give thought to the leadership that will be required to implement strategies that call for changes in the direction or capabilities of the organization. Without proper leadership, even the best and boldest strategies die on the vine, their potential never realized. This paper defines what a leadership strategy is and how to go about creating one for your organization that will forever change the way you develop leaders and create new leadership capabilities.
What is a Leadership Strategy?
In order to understand what a leadership strategy is, we first have to be clear about what we mean by leadership. The Center for Creative Leadership has been studying leaders and leadership for nearly 40 years and has recently...