Leadership Development

ASTD 2008 Copyright

Educating the 'C' class
T+D, v62 n3 p20, 22-23 (2008 Mar)
The trends shaping executive training are increased corporate commitment to training and development; increased demand for customization; increased emphasis on collaboration and teamwork, increased demand for modularity (learner-selected module from several modules within a program); and increased demand for application over theory. These trends are impacting programs being created at well-known institutions such as the Wharton School, University of Pennsylvania and others and affect leaders of business and of learning.

Scouting for leaders
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
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
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.

Elevating aspirations at PepsiCo
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.

Leadership and the small group
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
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.

Man versus machine
Learning Circuits, v9 n1 (2008 Jan)
This article reports on the status of leadership and management development via simulations, games, and other e-learning-type delivery methods. While progress is being made, this author asserts there are layers related to soft skill changes that are not present with technical skills—behavioral learning. Behavioral learning requires personal commitment to change or improve which can not be measured or determined by a game or simulation.

Welcome to the new global frontier
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.

Coaching real leaders
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 extend themselves 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.

Lessons in leadership: 10 keys to success in life and business
ISBN: 978-1-56286-460-6, 151p (2008)
After years of research on what makes effective leaders, the authors have defined 10 key elements. The elements are: differentiate yourself; make the most of learning; envision  great opportunities; choose high-leverage opportunities; find high meanings; co-create with people eager for opportunity; sell opportunity to cautious people; negotiate in advance with potential opposers; design, plan, and execute; and develop leaders. Woven through the discussion of the elements are examples of leaders such as Bill Gates, Winston Churchill, Thomas Edison, and Sam Walton.

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