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C-Suite Challenges
The future will be loaded with opportunities. Leaders must have the skills to take advantage of those opportunities, as well as the agility to sidestep the dangers.
-Bob Johansen, Leaders Make the Future (2009)
CONNECTION
Analysis of Desired Leadership Capabilities
Business Strategy
Leadership Strategy
Leadership Development
METHOD
A sample of 158 C-Suite leaders from 135 organizations taken by CCL.
CCL is the Center for Creative Leadership conducted a five day program called LAP (Leadership At the Peak) and DSL (Developing the Strategic Leader.
SURVEY RESEARCH
An open ended survey designed to provide increased detail, and content analysis is applied to analyze the open ended responses. What are the three most critical leadership challenges you are currently facing?
CHALLENGES TYPES
Individual Impact & Personal Style
LEADING SELF
Balancing Multiple Work Priorities Work/Life Balance Role Change or transition Influencing and Persuading Others
LEADING OTHERS
Developing Others Leading a Team/Group Leading Across Multiple Groups Strategic Issues
Leading Change Culture Issues Talent Management Business Operations & Performance Organizational Growth & Expansion Less Personal Control & Influence
RANKING OF CHALLENGES
2006 N=108 Leading Across Multiple Groups Strategic Issues Talent Management Business Operations & Performance 2008 N=108
Frequency Rank 1. 2. 3. 4.
Leading Across Multiple Groups Strategic Issues Business Operations & Performance Talent Management
WHATS NEXT
Strategic Agility Leveraging Talent Orchestrators of Talent Application to Organization
STRATEGIC AGILITY
Few years back C-Suite leader would set vision and strategy and then start following it. But now one have to be alert every day, week and month to renew their strategy. Affectionate acts close, warm, and nurturing. Empowering motivates others and helps them to achieve. Ambitious Determined to make progress, likes to compete. Considerate thoughtful, willing to work with others.
LEVERAGING TALENT
Determine the role and responsibilities needed. Define the competencies needed for each role.
ORCHESTRATORS OF TALENT
To arrange or control the man power, as to achieve a desired target. Senior executives who have the ability and personal involvement to lead the organizations talent management work toward talent sustainability.
REFERENCE..
Smith, R.B., and Campbell, M. (2010). C-Suite Challenges and the Economic Meltdown: Whats Next for Senior Leaders? People and Strategy,33(4), 22-30.