Korn Ferry has just released the fourth and final report in the Real World Leadership series. The report examines the business effects of connecting leadership development to organizations’ aims in social responsibility. It is based on key findings from a recent Korn Ferry global survey which collected responses from over 7,500+ business and HR leaders in 107 countries around the globe.
Organizations who make this crucial link develop purpose-driven leaders and superior levels of engagement and performance—ensuring a sustainable enterprise. Yet many organizations fail to make this link and suffer depressed employee satisfaction, engagement, and retention.
Article by Wendy O’Connell
Leadership development is a catalyst for personal as well as professional growth—something that is easy to talk about, but very difficult to achieve. To develop and change, leaders need real-world experiences, plus time to reflect on them with their peers. This way they have an opportunity to brainstorm new ideas and plans of action. When leaders discover who they need to be and what they need to do, they are poised for meaningful development.
Korn Ferry’s four dimensions of leadership and talent breaks down exactly who leaders need to be and what they need to do to succeed (Crandell, Hazucha, Orr, 2014). Two of these dimensions—competencies and experiences—focus on what leaders need to do. The other two—traits and drivers—focus on who leaders need to be. By addressing the whole person in this way, leadership development moves beyond simple skill building and helps people realize their potential. They can then bring that energy and passion to the teams they lead.
– See more at: http://www.kornferry.com/institute/strategy-activation-who-leaders-need-be-and-what-they-need-do?popular
Article by Noah Rabinowitz and Bernadine Karunaratne
The drive of self-interest has become a prevalent dimension of everyday life. This societal trend toward self-interest, materialism, and competitive aggression, has been documented in magazines and books, including The Narcissism Epidemic by Jean Twenge and Keith Campbell. Leadership development—or any course of self-improvement—requires a degree of self-involvement, but there is a big-picture risk to the growing culture of “me.” Unfortunately, a rising tide of self-interest can jeopardize longterm organizational progress and strategy.
To create a sustainable impact that goes beyond quarterly statements, leaders need to embrace a purpose beyond themselves. Most leaders will naturally express a desire to do this. They want to create, serve, build, and improve in the service of a broader and more long-term goal. This sense of meaningful contribution is the reason people get satisfaction out of mentoring and teaching others. However, many leaders suppress this desire in order to serve more practical, short-term objectives. People want to serve others, but for many reasons often end up serving only their own more immediate agenda.
– Read the rest at: http://www.kornferry.com/institute/power-service-and-purpose?reports-and-insights
Article contributors: Kevin Cashman, Pushp Deep Gupta, Noah Rabinowitz, Dési Kimmins, Bruce Jackson, David Dotlich, and Michael Van Impe
The CEO’s imperatives for leadership development.
The moment a CEO starts a job, the clock starts ticking. With S&P 500 CEOs seeing an average tenure of nine years, senior leaders must hit the ground running—formulating and executing transformational strategies and, ultimately, creating a better organization. Korn Ferry research has identified the alignment of business and talent strategies as a critical task for directors, CEOs, and chief human resources officers. And some of the notable strengths of the top 20% of CEOs, based on Korn Ferry’s comprehensive leadership performance simulation, include developing strategies and driving growth. But even these outliers among CEO talent don’t do it alone. Success requires the hard work of leaders at all levels, who must make countless decisions and behave in ways that support the strategic direction and overarching purpose of the organization.
– Read the rest at: http://www.kornferry.com/institute/leadership-development-ceos-strategic-powerhouse
Article by Noah Rabinowitz and Jane Stevenson
If CEOs ask executives to grade leadership development efforts in their organization, they may be surprised, and somewhat disheartened, by what they learn.
When asked to assess the results of leadership development investments in their organizations, the majority of 7,500 respondents to a recent Korn Ferry survey rated them only “fair” to “very poor.”
Perhaps most surprising, and something of a wake-up call for CEOs, respondents cited “lack of executive sponsorship” as the chief roadblock to leadership development success. In other words, it seems that CEOs themselves are standing in the way of progress.
– Read the rest at: http://www.kornferry.com/institute/4-ways-to-help-ceos-and-board-improve-their-leadership-development-process
Article by Janet Feldman & Dina Rauker
Leading with greater authenticity, instead of adopting personae based on other people’s expectations, may unlock more leadership potential in women and accelerate their impact within their organizations, according to new research conducted by Korn Ferry.
Female executives who participated in the firm’s Executive to Leader Institute and Chief Executive Institute programs cited authenticity, as well as greater self-awareness, as important outcomes gained from engaging in these programs.
– See more at: http://www.kornferry.com/institute/how-being-authentic-accelerates-leadership-in-women
In our hectic 24-7 global lives, is it any wonder that we go on vacation and find ourselves envying the guy running the scuba shop on the beach? We’ve all been there: checking out the real estate in a resort spot and wondering, “Maybe I could slow down the pace a bit and live here. …” It is not surprising that this idea frequently surfaces. Our hyper-performance and hyper-connectedness push us, and those around us, to the limit physiologically, mentally, emotionally, and spiritually. We persist, through alternating doses of heavy caffeine and light cabana time. Unfortunately, the low dosage of down time rarely restores us for the unrelenting and escalating demands.
To read more, click here.
As part of a team-building session in Europe to help foster a more positive culture at Novartis Pharmaceuticals company, then-CEO Thomas Ebeling arranged for the group to visit a nearby Tibetan monastery. Upon arrival, the monk seated the group in a meditation hall and immediately engaged them in a provocative conversation. His first question to the group: “How many days do you have left to live?”
To read the article by Dan Ponterfract (“The Power of Purpose”) that includes Kevin’s thought leadership contribution, go here.