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1	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  rights	
  reserved.	
   ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  rights	
  reserved.	
  
Nick	
  Petrie	
  
Future  Trends  in  
Leadership  Development
2	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
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Insights into these topics are based on research that spanned stakeholder,
geographic, and disciplinary boundaries and interviews with researchers and
practitioners.
Many thanks to:
Bill Torbert, Professor Emeritus of Leadership at the Carroll School of Management at Boston College
Chelsea Pollen, Recruiting Specialist, Google
Craig Van Dugteren, Senior Project Manager, Learning & Development, Victoria Police, Australia
David Carder, Vice President and Executive Consultant, Forum Corporation
Lisa Lahey, co-founder and principal of MINDS AT WORK™
Jeff Barnes, Head of Global Leadership, General Electric
Jeffrey Yip, PhD Candidate, Boston University School of Management
John Connell, Harvard School of Public Health
Josh Alwitt, Vice President at Sapient Corporation
Lucy Dinwiddie, Global Learning & Executive Development Leader, General Electric
Maggie Walsh, Vice President of the Leadership Practice, Forum Corporation
Marc Effron, President, The Talent Strategy Group; Author, One Page Talent Management
Michael Kenney, Assistant professor, School of Public Affairs at Pennsylvania State University
Robert Burnside, Partner, Chief Learning Officer, Ketchum
Simon Fowler, Methodology Associate Consultant, Forum Corporation
Stan Gryskiewicz, President & Founder at Association for Managers of Innovation
Steve Barry, Senior Manager, Strategic Marketing, Forum Corporation
Steve Kerr, Senior Advisor to Goldman Sachs, former CLO at General Electric
Faculty at the Center for Creative Leadership:
David Altman, Chuck Palus, Lyndon Rego, John McGuire, & Roland Smith
Faculty at Harvard University:
Ashida Nanda, Daniel Wilson, Richard Hackman, Monica Higgins, Dean Williams & Robert Kegan
	
  
Experts  Interviewed
3	
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What  are  you  seeing  out  there?	
	
  
Leading During Complex
and Uncertain Times
Volatility
Uncertainty
Complexity
Ambiguity
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5	
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What  Skills/  
A=ributes/  
Capacities  
will  be  most  
important    
for  leaders  ?
6	
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What  will  be  most  important?  	
	
  In sum, these skills/attributes/capacities will be
most important for leaders:
-  Adaptability
-  Self-awareness
-  Boundary spanners
-  Collaborators
-  Network thinkers
7	
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How  well  are  we  doing?	
	
  
The overriding theme of what I’ve been hearing from clients
recently is that they’re a bit stunned – shocked, actually –
at how the leadership development programs they’d had in
place were not able to meet the needs of their business
as we’ve gone through these tremendously disruptive
economic changes over the past few years.
Bill Pelster, Principal, Deloitte Consulting
8	
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What  needs  to  be  stopped/phased  
out  from  the  way  leadership  
development  is  currently  done?
9	
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What  needs  to  be  stopped/phased  out?	
•  “Competencies: They become either overwhelming in number or
incredibly generic. If you have nothing in place they are O.K., but
their use nearly always comes to a bad end.”
•  “Competencies – They don’t add value.”
•  “Competency models as the sole method for developing people. It
is only one aspect and their application has been done to death.”
•  “Competencies, especially for developing senior leaders. They are
probably still OK for newer managers.”
•  “Static individual competencies. We are better to think about
meta competencies such as learning agility and self-awareness.”
10	
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Trend  1:  Greater  Focus  On  Vertical  Development	
  
11	
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Two  Types  of  Development
12	
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Horizontal Development: Refers	
  to	
  the	
  ‘adding’	
  of	
  more	
  knowledge,	
  
skills	
  and	
  competencies	
  to	
  the	
  leader.	
  It	
  is	
  about	
  what	
  you	
  know.	
  
Two  Types  of  Development	
Vertical
development :
It	
  is	
  about	
  how	
  you	
  
think.	
  Refers	
  to	
  
advancement	
  in	
  a	
  
person’s	
  thinking	
  
capacity.	
  The	
  outcome	
  
of	
  ver-cal	
  development	
  
is	
  the	
  ability	
  to	
  think	
  in	
  
more	
  complex,	
  systemic,	
  
strategic	
  and	
  
interdependent	
  ways.	
  	
  
	
  
©2012	
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-­‐  Interdependent	
  thinker	
  
-­‐  See	
  systems,	
  pa2erns	
  and	
  
connec5ons	
  
-­‐  Longer	
  term	
  thinker	
  
-­‐  Holds	
  mul5-­‐frame	
  
perspec5ves	
  
-­‐  Holds	
  contradic5ons	
  
	
  
	
  
-­‐  Independent	
  thinker	
  
-­‐  Self	
  directed	
  
-­‐  Drives	
  an	
  agenda	
  
-­‐  Take	
  stands	
  for	
  what	
  
they	
  believe	
  	
  
-­‐  Guided	
  by	
  internal	
  
compass	
  
	
  
Complexity of
Mind
Stages of Development
Time
Socialized	
  Mind	
  
-­‐  Team	
  player	
  
-­‐  Faithful	
  follower	
  
-­‐  Reliant	
  on	
  authority	
  
-­‐  Seeks	
  direc5on	
  
-­‐  Aligns	
  with	
  others	
  
Self	
  Authoring	
  Mind	
  
Self	
  Transforming	
  
Mind	
  
15	
  ©2012	
  Center	
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  Crea-ve	
  Leadership.	
  All	
  rights	
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Why  Vertical  Development  Ma=ers	
	
  “Each successive (level) or stair holds greater ability for
learning, complex problem-solving and the ability to set
new direction and lead change. People who gain another
step can learn more, adapt faster, and generate more
complex solutions than they could before. Those at higher
levels can learn and react faster because they have bigger
minds ... people at later stages are better at seeing and
connecting more dots in more scenarios (which means
they are better at strategy). That’s all. But that’s a lot.”
(McGuire & Rhodes, 2009)
16	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  rights	
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   ©2011 Center for Creative Leadership. All rights reserved.©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  Rights	
  Reserved.	
  
Ge7ing  Unstuck
17	
  ©2012	
  Center	
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  Leadership.	
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  rights	
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The  How  of  Vertical  Development  	
	
  -­‐	
  Unlearning	
  -­‐	
  
1.  See	
  the	
  Beliefs,	
  Assump5ons,	
  Stories	
  
2.  Challenge	
  and	
  Unlearn	
  what	
  is	
  
outdated,	
  invalid	
  
3.  Experiment	
  and	
  try	
  on	
  newer,	
  more	
  
advanced	
  mindsets	
  
18	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
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  rights	
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Trend  2:  Transfer…	
	
   …of  greater  
developmental  
ownership  to  
the  individual
19	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  rights	
  reserved.	
  
Stop  Doing?	
	
  
“Stop sending
people to
courses they
don’t want to
go to.”
©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  Rights	
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LEADER
SUPERIORSUPERIOR
DIRECT
REPORT
DIRECT
REPORT
DIRECT
REPORT
DEVELOPMENTAL NETWORKS
PEERPEER
BOSS
23	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  rights	
  reserved.	
  
Developmental  Networks  –  For  Behavior  Change	
	
  
1. Choose 2 goals max.
a. One potential strength (your ‘accelerator’)
b. One weakness (your ‘brake’)
2. Make it public
3. Choose 5 – 7 trusted colleagues
4. Ask those colleagues for feedforward and feedback
suggestions on a monthly basis
5. Mini – survey at 6 months
24	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  rights	
  reserved.	
   ©2011 Center for Creative Leadership. All rights reserved.
The  Research  	
©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  Rights	
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•  Research  done  on  
11,000  participants  
at  8  of  the  worlds  largest  
companies.  	
•  In  every  company  
studied  one  success  
factor  emerged…	
How  much  Follow  Up  the  Leader  did
25	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  rights	
  reserved.	
   ©2011 Center for Creative Leadership. All rights reserved.©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  Rights	
  Reserved.	
  
Exhibit  1:    My  Co-­‐‑Worker  Did  No  Follow-­‐‑Up
26	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  rights	
  reserved.	
   ©2011 Center for Creative Leadership. All rights reserved.©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  Rights	
  Reserved.	
  
Exhibit  2:    My  Co-­‐‑Worker  Did  Some  Follow-­‐‑Up
27	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  rights	
  reserved.	
   ©2011 Center for Creative Leadership. All rights reserved.©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  Rights	
  Reserved.	
  
Exhibit  3:    My  Co-­‐‑Worker  Did  Consistent  or  Periodic  Follow-­‐‑Up
28	
  ©2012	
  Center	
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  Leadership.	
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Trend  3:  Leadership  as  a  Collective  Process	
  
©2012	
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30	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  rights	
  reserved.	
  
Trend  4:  Innovation	
	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
Much greater
focus on
innovation in
leadership
development
methods
31	
  ©2012	
  Center	
  for	
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  Leadership.	
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Leadership	
  Development	
  Pieces	
  
Robert	
  Kegan	
  	
  
–	
  Stages	
  of	
  Development	
  
OWo	
  Sharma	
  &	
  Peter	
  Senge	
  
	
  –	
  Theory	
  U	
  
Marshall	
  Goldsmith	
  	
  
–	
  Feedforward	
  Coaching	
  
Kathy	
  Kram	
  &	
  Monica	
  Higgins	
  	
  
–	
  Developmental	
  Networks	
  	
  
Ronald	
  Heifetz	
  	
  
–	
  The	
  Holding	
  Environment	
  
?	
  
32	
  ©2012	
  Center	
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  Leadership.	
  All	
  rights	
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Common	
  
Goals	
  
	
  
	
  
	
  	
   	
  	
   	
  	
  
	
  	
   	
  	
   	
  	
  
The  How  Of  Vertical	
• Delegate	
  
• Let	
  go	
  
• Listen/	
  
don’t	
  speak	
  
• Lose	
  control	
  
• Lose	
  
recognition	
  
• Become	
  
redundant	
  	
  
EMPOWER	
  	
  
BE	
  
ASSERTIVE	
  
PEOPLE	
  
FOCUS	
  
BE	
  
CONFIDENT	
  
Behaviors	
  
Assumptions	
  
• The	
  ‘Star’	
  
• Voice	
  my	
  opinion	
  
• Speak	
  with	
  
certainty	
  
• Make	
  decisions	
  
and	
  give	
  directions	
  
• Give	
  recognition	
  
• Thank	
  people	
  
• Open	
  up	
  
• Show	
  some	
  
emotion	
  
• Step	
  out	
  
• Take	
  action	
  
• I	
  am	
  as	
  good	
  as	
  
anyone	
  else	
  
• People	
  will	
  get	
  
upset	
  
• ConLlict	
  will	
  occur	
  
• Relationships	
  will	
  
break	
  down	
  
• Unsafe/	
  dangerous	
  
• People	
  will	
  think	
  
I	
  am	
  soft	
  
• People	
  will	
  
slacken	
  off	
  
• Projects	
  will	
  fall	
  
behind	
  
• I	
  won’t	
  be	
  good	
  
enough	
  
• I	
  will	
  be	
  rejected	
  
• Lower	
  than	
  
others	
  
• The	
  Stoic	
  
(Tough	
  guy/	
  
woman)	
  
• The	
  ‘Relator’	
  (nice)	
  
(anxieties)	
  
Identity/	
  
Story	
  
33	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  rights	
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(New)
Behaviors
(New) Beliefs
& Assumptions
Beliefs &
Assumptions
Behaviors
Identity
360
Personality
Profiles
Experientials
Identity -
‘Story’ of Self
Peer
Feedback
Learning
Transfer
System
Peer
Coaching
1 on 1
Coaching
Holding
Container
Days
1 2 3 4 4 1/2
Leadership
Challenge
(Stuck On)
Workplace
34	
  ©2012	
  Center	
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  Crea-ve	
  Leadership.	
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  rights	
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4  Trends  	
	
  1.  Vertical Leadership Development
2.  Self-directed Leadership Development
3.  Collective Leadership Development
4.  Innovation in Leadership Development Methods
What	
  insights	
  from	
  today	
  can	
  you	
  apply	
  back	
  
at	
  your	
  workplace?
35	
  ©2012	
  Center	
  for	
  Crea-ve	
  Leadership.	
  All	
  rights	
  reserved.	
  
Contact and Resources
•  www.nicholaspetrie.com
•  petrien@ccl.org

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Four Future Trends in Leadership Development

  • 1. 1  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Nick  Petrie   Future  Trends  in   Leadership  Development
  • 2. 2  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Insights into these topics are based on research that spanned stakeholder, geographic, and disciplinary boundaries and interviews with researchers and practitioners. Many thanks to: Bill Torbert, Professor Emeritus of Leadership at the Carroll School of Management at Boston College Chelsea Pollen, Recruiting Specialist, Google Craig Van Dugteren, Senior Project Manager, Learning & Development, Victoria Police, Australia David Carder, Vice President and Executive Consultant, Forum Corporation Lisa Lahey, co-founder and principal of MINDS AT WORK™ Jeff Barnes, Head of Global Leadership, General Electric Jeffrey Yip, PhD Candidate, Boston University School of Management John Connell, Harvard School of Public Health Josh Alwitt, Vice President at Sapient Corporation Lucy Dinwiddie, Global Learning & Executive Development Leader, General Electric Maggie Walsh, Vice President of the Leadership Practice, Forum Corporation Marc Effron, President, The Talent Strategy Group; Author, One Page Talent Management Michael Kenney, Assistant professor, School of Public Affairs at Pennsylvania State University Robert Burnside, Partner, Chief Learning Officer, Ketchum Simon Fowler, Methodology Associate Consultant, Forum Corporation Stan Gryskiewicz, President & Founder at Association for Managers of Innovation Steve Barry, Senior Manager, Strategic Marketing, Forum Corporation Steve Kerr, Senior Advisor to Goldman Sachs, former CLO at General Electric Faculty at the Center for Creative Leadership: David Altman, Chuck Palus, Lyndon Rego, John McGuire, & Roland Smith Faculty at Harvard University: Ashida Nanda, Daniel Wilson, Richard Hackman, Monica Higgins, Dean Williams & Robert Kegan   Experts  Interviewed
  • 3. 3  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   What  are  you  seeing  out  there?  
  • 4. Leading During Complex and Uncertain Times Volatility Uncertainty Complexity Ambiguity ©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.  
  • 5. 5  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   What  Skills/   A=ributes/   Capacities   will  be  most   important     for  leaders  ?
  • 6. 6  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   What  will  be  most  important?    In sum, these skills/attributes/capacities will be most important for leaders: -  Adaptability -  Self-awareness -  Boundary spanners -  Collaborators -  Network thinkers
  • 7. 7  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   How  well  are  we  doing?   The overriding theme of what I’ve been hearing from clients recently is that they’re a bit stunned – shocked, actually – at how the leadership development programs they’d had in place were not able to meet the needs of their business as we’ve gone through these tremendously disruptive economic changes over the past few years. Bill Pelster, Principal, Deloitte Consulting
  • 8. 8  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   What  needs  to  be  stopped/phased   out  from  the  way  leadership   development  is  currently  done?
  • 9. 9  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   What  needs  to  be  stopped/phased  out? •  “Competencies: They become either overwhelming in number or incredibly generic. If you have nothing in place they are O.K., but their use nearly always comes to a bad end.” •  “Competencies – They don’t add value.” •  “Competency models as the sole method for developing people. It is only one aspect and their application has been done to death.” •  “Competencies, especially for developing senior leaders. They are probably still OK for newer managers.” •  “Static individual competencies. We are better to think about meta competencies such as learning agility and self-awareness.”
  • 10. 10  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Trend  1:  Greater  Focus  On  Vertical  Development  
  • 11. 11  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Two  Types  of  Development
  • 12. 12  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Horizontal Development: Refers  to  the  ‘adding’  of  more  knowledge,   skills  and  competencies  to  the  leader.  It  is  about  what  you  know.   Two  Types  of  Development Vertical development : It  is  about  how  you   think.  Refers  to   advancement  in  a   person’s  thinking   capacity.  The  outcome   of  ver-cal  development   is  the  ability  to  think  in   more  complex,  systemic,   strategic  and   interdependent  ways.      
  • 13. ©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.  
  • 14. -­‐  Interdependent  thinker   -­‐  See  systems,  pa2erns  and   connec5ons   -­‐  Longer  term  thinker   -­‐  Holds  mul5-­‐frame   perspec5ves   -­‐  Holds  contradic5ons       -­‐  Independent  thinker   -­‐  Self  directed   -­‐  Drives  an  agenda   -­‐  Take  stands  for  what   they  believe     -­‐  Guided  by  internal   compass     Complexity of Mind Stages of Development Time Socialized  Mind   -­‐  Team  player   -­‐  Faithful  follower   -­‐  Reliant  on  authority   -­‐  Seeks  direc5on   -­‐  Aligns  with  others   Self  Authoring  Mind   Self  Transforming   Mind  
  • 15. 15  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Why  Vertical  Development  Ma=ers  “Each successive (level) or stair holds greater ability for learning, complex problem-solving and the ability to set new direction and lead change. People who gain another step can learn more, adapt faster, and generate more complex solutions than they could before. Those at higher levels can learn and react faster because they have bigger minds ... people at later stages are better at seeing and connecting more dots in more scenarios (which means they are better at strategy). That’s all. But that’s a lot.” (McGuire & Rhodes, 2009)
  • 16. 16  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   ©2011 Center for Creative Leadership. All rights reserved.©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.   Ge7ing  Unstuck
  • 17. 17  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   The  How  of  Vertical  Development    -­‐  Unlearning  -­‐   1.  See  the  Beliefs,  Assump5ons,  Stories   2.  Challenge  and  Unlearn  what  is   outdated,  invalid   3.  Experiment  and  try  on  newer,  more   advanced  mindsets  
  • 18. 18  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Trend  2:  Transfer…   …of  greater   developmental   ownership  to   the  individual
  • 19. 19  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Stop  Doing?   “Stop sending people to courses they don’t want to go to.”
  • 20.
  • 21. ©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.  
  • 23. 23  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Developmental  Networks  –  For  Behavior  Change   1. Choose 2 goals max. a. One potential strength (your ‘accelerator’) b. One weakness (your ‘brake’) 2. Make it public 3. Choose 5 – 7 trusted colleagues 4. Ask those colleagues for feedforward and feedback suggestions on a monthly basis 5. Mini – survey at 6 months
  • 24. 24  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   ©2011 Center for Creative Leadership. All rights reserved. The  Research   ©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.   •  Research  done  on   11,000  participants   at  8  of  the  worlds  largest   companies.   •  In  every  company   studied  one  success   factor  emerged… How  much  Follow  Up  the  Leader  did
  • 25. 25  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   ©2011 Center for Creative Leadership. All rights reserved.©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.   Exhibit  1:    My  Co-­‐‑Worker  Did  No  Follow-­‐‑Up
  • 26. 26  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   ©2011 Center for Creative Leadership. All rights reserved.©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.   Exhibit  2:    My  Co-­‐‑Worker  Did  Some  Follow-­‐‑Up
  • 27. 27  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   ©2011 Center for Creative Leadership. All rights reserved.©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.   Exhibit  3:    My  Co-­‐‑Worker  Did  Consistent  or  Periodic  Follow-­‐‑Up
  • 28. 28  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Trend  3:  Leadership  as  a  Collective  Process  
  • 29. ©2012  Center  for  Crea-ve  Leadership.  All  Rights  Reserved.  
  • 30. 30  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Trend  4:  Innovation                                                                                                 Much greater focus on innovation in leadership development methods
  • 31. 31  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.     Leadership  Development  Pieces   Robert  Kegan     –  Stages  of  Development   OWo  Sharma  &  Peter  Senge    –  Theory  U   Marshall  Goldsmith     –  Feedforward  Coaching   Kathy  Kram  &  Monica  Higgins     –  Developmental  Networks     Ronald  Heifetz     –  The  Holding  Environment   ?  
  • 32. 32  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Common   Goals                               The  How  Of  Vertical • Delegate   • Let  go   • Listen/   don’t  speak   • Lose  control   • Lose   recognition   • Become   redundant     EMPOWER     BE   ASSERTIVE   PEOPLE   FOCUS   BE   CONFIDENT   Behaviors   Assumptions   • The  ‘Star’   • Voice  my  opinion   • Speak  with   certainty   • Make  decisions   and  give  directions   • Give  recognition   • Thank  people   • Open  up   • Show  some   emotion   • Step  out   • Take  action   • I  am  as  good  as   anyone  else   • People  will  get   upset   • ConLlict  will  occur   • Relationships  will   break  down   • Unsafe/  dangerous   • People  will  think   I  am  soft   • People  will   slacken  off   • Projects  will  fall   behind   • I  won’t  be  good   enough   • I  will  be  rejected   • Lower  than   others   • The  Stoic   (Tough  guy/   woman)   • The  ‘Relator’  (nice)   (anxieties)   Identity/   Story  
  • 33. 33  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   (New) Behaviors (New) Beliefs & Assumptions Beliefs & Assumptions Behaviors Identity 360 Personality Profiles Experientials Identity - ‘Story’ of Self Peer Feedback Learning Transfer System Peer Coaching 1 on 1 Coaching Holding Container Days 1 2 3 4 4 1/2 Leadership Challenge (Stuck On) Workplace
  • 34. 34  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   4  Trends    1.  Vertical Leadership Development 2.  Self-directed Leadership Development 3.  Collective Leadership Development 4.  Innovation in Leadership Development Methods What  insights  from  today  can  you  apply  back   at  your  workplace?
  • 35. 35  ©2012  Center  for  Crea-ve  Leadership.  All  rights  reserved.   Contact and Resources •  www.nicholaspetrie.com •  petrien@ccl.org