3. • In agricultural era
• Schools mirrored garden
• In industrial era
• Classes mirrored factory
with assembly line of
learners
• In digital-information era
• How will learning look?
6. VUCA • Volatile: Change happens rapidly and
on large scale
• Uncertain: Future cannot predicted
with any precision
• Complex: Challenges complicated and
few single causes or solutions
• Ambiguous: No clarity on what events
mean and what effect they have
7. Complex
Environments
• Large number of interacting
elements
• Information highly ambiguous,
incomplete, or indecipherable
• Solutions emerge from within
system and cannot be imposed
from outside
• Hindsight does not lead to
foresight
8. Challenges for
future leaders
• Information overload
• Interconnectedness of systems
and business communities
• Dissolving of traditional
organizational boundaries
• New technologies disrupt old
work practices
13. Methods to
Develop Leaders
Not Changed
(Much)
• Organizations reliant on HR
departments to build leadership
pipeline of managers capable of
leading “creatively” through
turbulent times
• Leadership programs insufficient
to develop capacities
18. Trend 1: Increased
Focus on Vertical
Development
(Developmental
Stages)
• Two types of development
1. Vertical
2. Horizontal
• Grow leaders simultaneously in
both horizontal AND vertical
directions
19. Trend 1:
More focus on
Vertical
Development
• Great deal of time spent on
“horizontal” development
(competencies)
• Very little time on “vertical”
development (developmental
stages)
20. Trend 1:
More focus on
Vertical
Development
• Methods for horizontal and
vertical development different
• Horizontal development
“transmitted” (from expert)
• Vertical development earned (for
oneself)
21. Vertical
Development
• Four conditions:
1. People consistently frustrated by
situations, dilemmas, or challenges
2. Feel limits of current way of
thinking
3. Area of life they care about deeply
4. Sufficient support to persist in face
of anxiety and conflict
22. Vertical
Development
• Three-stage process:
1. Awaken:
• Different way of making sense of world
• Doing things in new way possible
2. Unlearn and discern
• Old assumptions analyzed and challenged
• New assumptions tested out and experimented
3. Advance
• New ideas get stronger and dominate previous
ones
24. Trend 2:
Transfer of
Greater
Developmental
Ownership to
individual
• People develop fastest when
responsible for own progress
• Current model encourage people
to believe someone else
responsible for development – HR,
manager, or trainers
• Help people out of passenger seat
and into driver’s seat of
own development
25. Taking
ownership of
ongoing
development
• Recognition from senior leaders
• Buy-in from senior leaders
• Staff educated on how
development occurs and benefits
for them
• Staff understand development
works better when they own it
26. Taking
ownership of
ongoing
development
• Realignment of reward systems to
emphasize both development and
performance
• Utilization of new technologies
allow people to take control of
own feedback
• Gather ongoing suggestions for
improvement
• Create culture safe to take risks
28. Trend 3:
Decline of Heroic
Leader –
Rise of Collective
Leadership
• “Adaptive challenges”
• Collaboration between
stakeholders
• Collaboratively share
information, create plans,
influence, and make decisions
29. Trend 3:
Decline of Heroic
Leader –
Rise of Collective
Leadership
• Leadership development too
individually focused and elitist
• Leadership collective process spread
throughout networks of people
• Question change from “Who are the
leaders?”
• To “What conditions do we need for
leadership to flourish?”
• Spread leadership capacity
30. Trend 3:
Decline of Heroic
Leader –
Rise of Collective
Leadership
• Focus on collaboration and
influence skills
• Networks of leadership
36. Trend 4:
Innovation in
Leadership
Development
• Build more collective rather than
individual leadership
• Focus on vertical development
not just horizontal
• Transfer greater ownership of
development back to people
38. Trend 4:
Innovation in
Leadership
Development
• Rapid innovation needed
• Experiment with new approaches
• Combine diverse ideas in new ways and
share with others
• Technology and web provide
infrastructure and drive change
39. Four
Transitions for
Leadership
Development
Current Focus Future Focus
“What” of
leadership
“What” and “how”
of development
Horizontal
development
Horizontal and
vertical
development
HR/training
companies, own
development
Each person owns
development
Leadership resides
in individual
managers
Collective
leadership spread
throughout network