2002 Leading Effectively Archive Abstracts
December 2002: A Group Mentality: Developing Strategic Leadership TeamsWe typically think of leadership as something exercised by or possessed by an individual. But the leadership function of teams, especially strategic teams, is essential in today's environment. While the organization's top management team is always a strategic leadership team (SLT), the work of other teams can also have strategic implications for the organization. This issue of the e-Newsletter examines the concept of strategic leadership teams, and how to improve their contributions to the organization.
- Strategic Leadership: The Work of Many
- A Leadership Story: Harlequin Takes a Team Approach
- What's Working, What Isn't: Understanding a Typical Strategic Team
- Taking Action: Making a Strategic Team More Effective
- Leading in Black and White" Poll Results
What role does race play in the workplace? How is the leadership development of African Americans different from their white counterparts? While many view leadership as color-blind - similar in experience for all regardless of race, gender or other differences - the reality is quite different according to CCL's African-American Leadership Program trainers, Ancella Livers and Keith Caver.
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Not Another Diversity Initiative: Why Corporations Need to Re-think Race
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What's Different About Being a Black Leader?
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Increase Understanding and Improve Relationships: What Non-blacks Can Do
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What Black Managers Can Do to Make the Organization Work Better for Them
- Leading at the Top Poll Results
Today's top leaders - whether in business, government, education or the nonprofit sector - are in an unusual position. On the one hand, they are extremely visible and often scrutinized. On the other, many are given enormous leeway and status because of their position. Ultimately, an organization's success or failure is due to the leadership of its senior people.
With economic and organizational stakes so high, it is imperative to look beyond the surface issues of leading at the top and examine the complexities of becoming - and remaining - an effective senior leader. This issue of the e-Newsletter begins the discussion.
- Choosing the Top Dog: How to Improve the Executive Selection Process
- What CEOs Think: A Leadership Survey from CCL and Chief Executive Magazine
- Leadership at the Top: Knowing What it Takes
- Leadership at the Peak: Teaching Top Execs to Learn New Tricks
- Leading Across Cultural Differences Survey
Much of what U.S. managers learn about leadership development transfers readily to European audiences. Yet language and cultural differences have an impact on both the content and the process of leadership development programs for European organizations. This issue of the e-Newsletter shines the spotlight on some of the key issues to consider when attending or implementing a European-focused leadership initiative. Click here for more information on CCL's European offerings.
- Europe vs. U.S.: What Makes Leadership Training Different?
- Cross-cultural Management: Communication is Key
- Understanding the Role of "Guidance" in Cross-cultural Conflict
- Coaching: A European Perspective
- The Power Mountaineer Program: Global Energy Company Develops Key Leaders, Unifies Corporate Culture
- Strategic Leadership Survey Results
Becoming a strategic leader requires much more than an understanding of business practices and principles. Effective strategic leaders have a certain mindset and a range of skills that allow them to think, act and influence others in ways that enhance their organizations' sustainable competitive advantage. Based on Center for Creative Leadership's research and experience with leaders in our Developing the Strategic Leader program, this issue looks at the leadership dynamic of setting and achieving your organization's long-term goals.
- Strategic Leadership: What Makes It Different?
- What is Strategic Leadership?
- Who is a Strategic Leader?
- How Do Leaders Lead Strategically?
- Developing the Strategic Leader: A Personal View
The Center's fourth annual Friends of the Center Leadership Conference - held in May - offered attendees a jump-start on new ideas for making their leadership goals a reality and a chance to refresh their learning of leadership and its practices. This month's e-Newsletter gives you a glimpse of the insight and enthusiasm offered by conference presenters.
- Mind Mapping: Tony Buzan Connects Leadership and the Brain
- Marshall Goldsmith: Helping Successful People Change
- Marchita Stanton: Using Leadership Development to Impact Change
- Beverly Kaye: The Role of the Leader in Retaining and Engaging Talent
- Sara King: The Decision to Lead
- Distinguished Alumni Winner Speaks on Self-awareness and Leadership Styles
The challenges faced by leaders and organizations today are increasingly complex. The words "volatile," "multidimensional" and "unprecedented" are just a few of the descriptors leaders use when discussing these challenges. They . and the people they work with . are often overwhelmed, frustrated and beleaguered. This e-Newsletter sheds light on how leaders can move beyond current limitations by developing six key competencies.
- At the Edge: Leading Today's Organization
- The C2 Competencies: A Leader's Answer to What's Next
- It Begins With You: Developing Individual C2 Competencies
- Creating Together: Developing C2 Competencies in Teams and Organizations
Women managers are finding their place in Corporate America, and as they do, they also encounter new dilemmas, choices and contradictions. This issue of the Center for Creative Leadership's e-Newsletter is designed to help women managers and those who work with them understand the key issues for growth and development of high-achieving women today.
- High Achievers: Understanding the Life and Times of Today's Women Managers
- The Organizational View: Why Women's Development Matters
- Managerial Women: Learning the Lessons of Life
- Get a Life . And Be a Better Leader! How to Turn Everyday Life into Leadership Experience
As globalization, a highly-diversified workforce, and the emergence of young professionals becomes the standard environment for companies of all sizes, leaders must examine the way they conduct business. This month's e-Newsletter speaks to the flexibility and skills necessary to effectively lead in an evolving business setting.
- Global Managing: Mastering the Spin of a Complex World
- Cultural Adaptability: It's About More Than Using the Right Fork
- X Marks the Spot: Developing and Retaining Emerging Leaders
- A Question of Leadership
The reality of globalization has become so ingrained in our work lives, yet few managers and organizations have a firm grasp of what it really takes to lead in a global environment. This e-Newsletter will shed some light on the complex role of global leadership and how to develop the capabilities needed to be effective.
- Meeting the Organizational Need: How to Build Global Leadership Talent
- How To: Steps To Build Your Global Leadership Capabilities
- What does it take to be an effective global manager?
- Global Managers: What Makes Them Different
Training and travel budgets slashed? No time for that intensive leadership program? You're not alone. Fear not, you don't need to put your personal and professional development on hold until the economy shifts again. Your daily life . with its challenges, frustrations and opportunities . is a great teacher. This issue of the CCL e-newsletter shows you how you can take advantage of NOW to become a more effective leader.
- Three Keys to Development: Assessment, Challenge & Support
- Taking the Long View: Bureau of Reclamation Designs 18-Month Leadership Program
- Feedback: How to Get It
- Learning Tactics: Versatility Leads to Success
The job of leading is never simple, but it is certainly a lot easier if the economy is good, budgets are big, and employees are motivated and well-paid. Now, with a US recession in full swing and thousands of employees being laid off, many managers are facing the most difficult leadership challenges of their careers. This issue of the CCL e-newsletter focuses on developing the personal and interpersonal qualities that become a leader's foundation during difficult times.
