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Enterprise Leadership

Do your leaders miss the big picture?
Discover the insight and actions you need to take for your leaders to drive stronger business results.
For more information visit cebglobal.com/leadership

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Enterprise Leadership

  1. Do Your Leaders Miss the Big Picture? Drive Results. Faster.
  2. Our recent research shows that only of organizations have the leaders they need for the future. 27%
  3. Agility: Only 25% believe leaders will be able to adapt to a significant change in business strategy. Innovation: Only 22% say their organization is effective at generating innovative ideas. And HR leaders agree, with specific concerns around…
  4. So what’s the reason for this lack of confidence?
  5. While their abilities haven’t changed, the leadership environment has.
  6. 6 out of 10 leaders have seen an increase over the last three years in the number of stakeholders to consult before making a decision.
  7. 8 out of 10 leaders have a much wider scope of responsibility than previously. 6 out of 10 leaders have seen an increase over the last three years in the number of stakeholders to consult before making a decision.
  8. of leaders spend more time working with direct reports in different locations than 3 years ago. 58%
  9. This new work environment demands a different kind of leadership to drive results.
  10. Leaders hitting individual targets isn’t enough.
  11. At CEB, we’ve identified a new model for leader success, where the most impactful leaders are those who: Achieve strong performance by reaching their goals and leading their teams to do the same…
  12. …and also Show great networked leadership outcomes—building bridges with other leaders and teams to share resources and best practices to improve results across the organization
  13. We call them enterprise leaders.
  14. Enterprise leaders drive: 1 Leader Task Performance: Achieve their own individual tasks and objectives 2 Leader Network Performance: Improve others’ performance and use others’ contribution to improve their own performance 3 Team Task Performance: Lead their teams to achieve their collective tasks and assignments within the team 4 Team Network Performance: Lead their teams to be network performers outside of the immediate team
  15. Enterprise leaders drive: 1 Leader Task Performance: Achieve their own individual tasks and objectives 2 Leader Network Performance: Improve others’ performance and use others’ contribution to improve their own performance 3 Team Task Performance: Lead their teams to achieve their collective tasks and assignments within the team 4 Team Network Performance: Lead their teams to be network performers outside of the immediate team
  16. Enterprise leaders drive: 1 Leader Task Performance: Achieve their own individual tasks and objectives 2 Leader Network Performance: Improve others’ performance and use others’ contribution to improve their own performance 3 Team Task Performance: Lead their teams to achieve their collective tasks and assignments within the team 4 Team Network Performance: Lead their teams to be network performers outside of the immediate team
  17. Enterprise leaders drive: 1 Leader Task Performance: Achieve their own individual tasks and objectives 2 Leader Network Performance: Improve others’ performance and use others’ contribution to improve their own performance 3 Team Task Performance: Lead their teams to achieve their collective tasks and assignments within the team 4 Team Network Performance: Lead their teams to be network performers outside of the immediate team
  18. The benefits of this new approach are clear. Teams with enterprise leaders have: 12% higher revenue 20% higher customer satisfaction 23% higher innovation 30% higher engagement
  19. However, these leaders are few and far between— barely 1 in 10 leaders are true enterprise leaders.
  20. So how do you know who the enterprise leaders are in your organization?
  21. Objective assessment gives you a snapshot of your leadership team— both individually and looking across functions and business units.
  22. Assess leaders on their ability to: 1 Leverage and support the work of other leaders in the organization. 2 Enable teams to leverage and contribute to other teams across the organization.
  23. Using objective assessment also enables you to benchmark your leaders against others in your region or industry.
  24. And how can you support the development of this new leadership mind-set and approach?
  25. 1 Invest in learning programs to build leaders’ ability to model and enable this new approach. 2 Incorporate networked leadership into your competency models. 3 Create team climates that support network performance.
  26. Source: Creating Enterprise Leaders, CEB Corporate Leadership Council, 2015 © 2015 CEB. All Rights Reserved. SHL152455GD Discover the insight and actions you need to take for your leaders to drive stronger business results. Download the eBook today cebglobal.com/leadership Do Your Leaders Miss the Big Picture? Drive Results. Faster.

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