Leaders and Leadership

ASTD 2008 Copyright

Coaching real leaders
Jones, Graham
T+D v62 n8 p34-37 (2008 Aug)
This article compares and contrasts real leaders with safe leaders. Real leaders are driven more by the challenge and opportunity to put themselves out there and make a difference. Real leaders become more prominent in tough times. Safe leaders tend to micromanage, are driven by power, status, and reward. They are less likely to put themselves on the line because of the threat of losing their position if they take the wrong action. Coaching leaders is challenging and demanding. The article explains what coaches need to be prepared to offer senior executives.

Leadership and the small group
Block, Peter
T+D v62 n7 p40-43 (2008 Jul)
Leaders are expected to deal with the uncertainty of a new future by creating a sense of belonging and strong community. This can be done successfully by convening and listening to small groups. According to the author, two leaders known for working with small groups on change are Richard Teerlink, Harley Davidson and Dennis Baake, AES. The tension between management and leadership related to change is frequently caused by situations that are highly managed that produce few new results. The unique responsibility of leaders is to initiate a future that is distinct from the past.

Deconstructing the successful global leader
Rabotin, Maureen
T+D v62 n7 p54-59 (2008 Jul)
A global leader knows and accepts that an international assignment will be difficult, and is prepared to do the work required to rise to the occasion. To be successful in today’s environment, executives must be well-versed in communicating and operating within a variety of cultural contexts. Today’s global executive must be both effective and efficient and possess a high level of cultural, emotional, and social intelligence.

Elevating aspirations at PepsiCo
Seldman, Marty
T+D, v62 n6 p36-38 (2008 Jun)
Indra Nooyi, CEO, PepsiCo, is keenly aware of declining trust levels for US business leaders and government officials. Armed with this information, Nooyi announced a new vision for PepsiCo using “corporations as productive players in addressing some of the big issues facing the world” and put out a call to employees to connect with their higher motives. Employees are embracing this opportunity.
 

Scouting for leaders
Ketter, Paula
T+D, v62 n3 p28-34 (2008 Mar)
Renowned for training young girls as leaders, the Girl Scouts of the USA is transforming how it accomplishes its mission innovatively. Inspired by the Jim Collins book, "Good to Great," CEO Kathy Cloninger has begun a transformation in the ranks of this well-established group by taking a look at leadership development for girls, volunteers, and staff professionals. A new business strategy has been adopted with 15 national, measurable outcomes along with a learning credo. One key take away from this story is understanding the value of risk taking including the benefits of failures and successes.
 

DNA of a global leader
Keys, David Tessmann; Wellins, Richard S.
T+D, v62 n3 p36-41 (2008 Mar)
Having competent global leaders is challenging to most organizations striving to remain competitive. This article looks at the differences between leaders and global leaders, the make-up of a global leader, and at ways to identify and develop this new vital type of leader.  The article reports on activities to identify and select global leaders at Citi and Royal Phillips.
 

Recipe for change
Mora, Jordan W.; et al
T+D, v62 n3 p42-46 (2008 Mar)
The U.S. Geological Survey (USGS) took a close look at its leadership development program as part of a larger strategic planning process with the desired outcome of creating a more nimble, flexible organization. The litmus test of program success is the use of 360-evaluation which is built into learning modules and is used to develop co-worker self-assessments for these processes. The 360-evaluations give the organization crucial information it cannot obtain through other venues. The USGS approach is a benchmark for other government agencies looking to improve the ability to respond to growing demands and tighter budgets.
 

Welcome to the new global frontier
Cohen, Ed
T+D, v62 n2 p50-55 (2008 Feb)
This article chronicles the way one leader developed skills that helped him gain confidence in working outside the United States.  This leader learned that acceptable and well-understood US leadership strategies and practices were not effective in other countries and developed borderless leadership strategies using research gathered through the Satyam School of Leadership.
 

There are no happy losers
Bingham, Tony; Galagan, Pat
T+D, v61 n5 p42-48 (2007 May)
At C Level. An interview with Jack Rooney, President and CEO of US Cellular, describes how he moved a small regional telephone company into a competitive market by engaging senior leaders in learning and applying new skills. Rooney's theory is captured in the statement "We don't want managers; we want people who motivate." This approach is discussed in the interview and illustrates the successful implementation making US Cellular a leader in its industry.
 

The rock and the fish: teachable points of view for leadership
Betof, Ed
T+D, v61 n3 p48-53 (2007 Mar)
The most effective leaders are able to derive and articulate a vision, and execute that vision by working with and through others. This article illustrates the technique of using teachable points of view, in Becton, Dickinson and Company’s Advanced Leadership Development program, as a way of shaping new leadership talent.

Growing talent and sales at McCormick
Bingham, Tony; Galagan, Pat
T+D, v61 n7 p30-34 (2007 Jul)
At C Level. Learning is linked integrally to McCormick's leadership development program known as multiple management boards (MMB). According to CEO, Bob Lawless, the company "invests every penny we can" in learning because it is linked to corporate strategy. McCormick rebounded from post-Katrina related spice market issues under Lawless' leadership. This interview explains his commitment to leadership development, succession planning, and learning for this growing global company.
 

Developing global leaders the Satyam way
Cohen, Ed
T+D, v61 n1 p38-41 (2007 Jan)
The corporate culture or the Satyam mindset is based on four stakeholder groups associates (Satyam’s employees and suppliers), investors (shareholders), customers (internal and external businesses that are recipients of its services), and society (responsibility to contribute to the communities). By matching the right associates with the right opportunities, the company creates value for all stakeholders. The launch of the Satyam School of Leadership in November 2005, as well as other leadership initiatives came about as part of Satyam’s goal to strengthen leadership practices and its leadership pipeline. Satyam takes learning seriously. Each step in a leader’s career is filled with a variety of learning and development opportunities.
 

Leadership Southwest style
Bryant, Elizabeth
T+D, v61 n12 p36-39 (2007 Dec)
Leadership development at Southwest Airlines is considered the key to its survival. With this commitment, statistical analysis on turnover, and an objective look at overall company practices, changes have been made to new employee orientation and leadership development through its University for People. The goal is to intertwine belief in its employees with the development of its leaders to create the strong bond that is the culture of Southwest Airlines.
 

Leadership development restores Lion Nathan's roar
Stout, Brian
T+D, v61 n12 p68-70 (2007 Dec)
Solutions. This case study on the New Zealand alcoholic beverage company, Lion Nathan, discusses how Human Synergistics helped meet a challenge in leadership development and corporate culture. Here are some lessons learned at Lion Nathan: leaders influence culture, leaders must be prepared to change their behaviors,  the focus must be on behavior-based change, and the message must be consistent to stick.
 

Untapped world of peer coaching
Toto, Joseph
T+D, v60 n4 p69-71 (2006 Apr)
At Becton, Dickinson and Company (BD), peer coaching has been integrated into the leadership development program which reinforces the importance of a coaching culture within the company. The article details how coaching affected BD on a corporate level and also on a personal level for the coaches and the coachees.

Transformation delivered
Bunker, Kerry; Wakefield, Michael; Jaehnigen, Olaf; Stefl, Bill
T+D, v60 n3 p26-30 (2006 Mar)
This article explains how the United States Postal Service (USPS) is transforming its organization to keep pace with business challenges. At the core of this initiative, is the five-day Leading People Through Transformation (LPTT) program for senior executives. The LPTT pushes executives to re-think their approach to change in the context of the USPS Transformation Plan which sets new expectations around customer focus, the quality of the work environment, and market competitiveness in addition to ambitious budget and service goals.
 

Leadership for the battlefield of business
Daniel, Matt "Boom"
T+D, v60 n3 p42-45 (2006 Mar)
This article discusses the five key leadership traits using the acronym VOICE which stands for vision, organization, integrity, communication, and execution. The author identifies two long-lasting messages he has learned apply in military and corporate management: learn to measure what is important and if you prepare leaders well everything else will fall into place.
 

From campus to partner
ASTD
T+D, v60 n3 p86-87 (2006 Mar)
Solutions. This article describes Grant Thornton's strong commitment to developing leaders internally whenever possible. It covers its progressive leadership program and the partnership forged with DDI for several of its programs.