WHITEPAPER

DevelopingaLeadershipStrategy

ACriticalIngredientforOrganizationalSuccess

By:WilliamPasmore

Contents

Introduction1

WhatisaLeadershipStrategy?2

CreatingtheLeadershipStrategy3

CreatingtheLeadershipDevelopmentStrategy17

ImplicationsforTalentAcquisition,Talent21

SustainabilityandLeadershipPractices

GettingResultsandBuildingtheTalent24

YourOrganizationNeeds

Conclusion25

References25

AbouttheAuthor25

Introduction

Organizationsdependuponcapableleader-shiptoguidethemthroughunprecedentedchanges.Yet,thereisampleevidencein

thenewsandinrecentresearchreports

thatevensomeofthebestandmostvener-ableorganizationsarefailingtoadaptto

change,implementtheirstrategicplans

successfullyorprepareforamoreuncer-tainfuture.Webelievetheturmoilwe

arecurrentlyobservinghassomethingtodowithleadership,andthatifwedon’t

changeourcurrentapproachtoleadershipdevelopment,wewillseeevenmoreofthesame.

Aswell-knowncompaniesdisappearor

aretakenover(thinkofLucent,Chrysler,

LehmanBrothers,NorthernRock,Merrill

Lynch)andnewforcesliketheeconomiesofChinaandIndiarise,surveysofCEOs

showthattheybelievetheonefactorthatwilldeterminetheirfateisthequalityof

theirleadershiptalent.Yetmanytopexecu-tivesbemoanthelackofleadershipbenchstrengthintheircompaniesandwonder

whatwillhappenoncethebaby-boomergenerationofleadersfinallystepsaside.

Canwecountonthenextgenerationof

leaderstostepuponcetheyareinposi-

tion?Orareweseeingevidenceofatalentgapthatcannotbeclosedandwillresultinevengreaternumbersofhigh-profile

failures?Whatcanyourorganizationdotoavoidtherisksassociatedwithinadequateleadershipandbetterprepareitscurrentandfutureleadersforchangesthatare

yetunforeseen?

Everyleaderisawareofthevalueofawell-definedbusinessstrategy.Few,however,

givethoughttotheleadershipthatwillberequiredtoimplementstrategiesthatcallforchangesinthedirectionorcapabilitiesoftheorganization.Withoutproperleader-ship,eventhebestandboldeststrategiesdieonthevine,theirpotentialneverreal-ized.Thispaperdefineswhataleadershipstrategyisandhowtogoaboutcreating

oneforyourorganizationthatwillforeverchangethewayyoudevelopleadersandcreatenewleadershipcapabilities.

?2014CenterforCreativeLeadership.Allrightsreserved.1

WhatisaLeadershipStrategy?

Inordertounderstandwhataleader-

shipstrategyis,wefirsthavetobeclearaboutwhatwemeanbyleadership.TheCenterforCreativeLeadershiphasbeenstudyingleadersandleadershipfornear-ly40yearsandhasrecentlycometoanimportantconclusion:leadershipbeginswithindividualsinleadershippositions,butitdoesn’tendthere.1Theabilityofanorganizationtoaccomplishitsgoalsdoesnotdependsolelyontheforceofwillofasinglegreatleader,orevenuponthe

effectivenessoftheorganization’schainofcommand.Thesethingsareimportant,butdon’tinandofthemselveshelpus

understandwhysomeorganizationssuc-ceedwhereothersfail.

Instead,researchhasshown,wemust

understandleadershipculture,asde-

finedbythecollectiveactionsofformalandinformalleadersactingtogethertoinfluenceorganizationalsuccess.Itisnotsimplythenumberorqualityofindi-

vidualleadersthatdeterminesorganiza-tionalsuccess,buttheabilityofformalandinformalleaderstopulltogetherinthesupportoforganizationalgoalsthatultimatelymakesthedifference.Thus,whenwespeakaboutleadershiphere,itisboththeleadersthemselvesand

therelationshipsamongthemtowhichwerefer.Atvarioustimes,theideathatleadershipisgreaterthantheindividualleaderhasbeenreferredtoasinterde-pendent,boundaryless,collectiveor

connectedleadership.

Inmorerobustdefinitions,leadershipin-cludesbothformalandinformalleaders.Observationsofactualorganizationsinactionarerarelyasneatandtidyastheirorganizationchartswouldsuggest.

Communication,influ-enceandcollaborationareoccurringup,downandacrosstheorgani-

zation,almostasiftheorganizationchartdidn’texist,asrevealedbytheworkofvariouspeopleonmappinginformal

networkswithinorganizations.2

Toignorethisrealityinanydiscussionofleadershipistomissthepointofwhatisreallygoingonandwhatmustbeunder-stoodandmanagedifstrategiesaretobeimplementedsuccessfully.

2?2014CenterforCreativeLeadership.Allrightsreserved.

Thus,whenwedescribe

theleadershipofan

organization,ataminimumweshouldconsider:

AThequantityofleadersneeded,asindicatedbycurrentandprojectedformalleadershippositionsdepictedonanorganizationchart(number,level,location,function,businessunit,reportingrelationships,etc.)

BThequalitiesdesiredinselection(demo-

graphics,diversity,background,experiencelevel)

CTheskillsandbehaviorthatareneededtoimplementthebusinessstrategyandcreatethedesiredculture(skills,competencies,

knowledgebase)

DThecollectiveleadershipcapabilitiesof

leadersactingtogetheringroupsandacrossboundariestoimplementstrategies,solveproblems,respondtothreats,adaptto

change,supportinnovation,etc.

EThedesiredleadershipculture,including

theleadershippracticesinuse,suchascol-laborationacrossboundaries,engagementofemployees,acceptingresponsibilityforoutcomes,creatingopportunitiesforotherstolead,developingotherleaders,learninghowtolearn,etc.

Inmuchoftheworkontalentandleadershipbench

strength,thefocushasbeenononlythefirsttwoofthesewaysofdescribinganorganization’sleadership.Byleav-ingoutconnectedleadershipandleadershipculture,wehaveoverlookedwhatmakesleadershipcomealivein

organizationsandthefactorsthatoftendeterminewheth-erstrategiesandplanswillactuallybeachieved.

Agoodleadershipstrategytakesallofthesefactorsintoaccount.Simplyhavingalloftheleadershippositionsontheorganizationchartfilledwillnotproducetheleader-shipthatisrequiredtoimplementstrategies,adaptto

change,supportinnovationorotherimportantorganiza-tionalagendas.Itisnotjusthavingtherightnumberofbodies,itiswhatthosebodiesdoandhowtheyrelatetooneanotherthatmatters.

Aleadershipstrategymakesexplic-ithowmanyleadersweneed,of

whatkind,where,withwhatskills,andbehavinginwhatfashionindi-viduallyandcollectivelytoachievethetotalsuccessweseek.

?2014CenterforCreativeLeadership.Allrightsreserved.3

Veryfeworganizationshaveanexplicitleadershipstrat-egy.Isitanywonderthatwithoutone,CEOsfindthattheydon’thavetheleadershiptalenttheyrequire?

4?2014CenterforCreativeLeadership.Allrightsreserved.

Likebusinessstrategies,leadershipstrategiesare

basedonathoroughanalysisofthecurrentsituation

andaninformedviewofthefuture.Thestrategythenprovidesaseriesofrecommendationstoclosethegapbetweenthecurrentsituationanddesiredfuture.Oncetheleadershipstrategyisknown,aleadershipdevelop-mentstrategycanbeformulatedtoproducethedesired

futurestate,andimplicationsfortalentmanagement

processescanbeidentified.Whenthestrategyisimple-mented,businessresultswillprovidefeedbackonhowwelltheleadershipstrategyisworkingandhelpshapewhatnewbusinessstrategiescanbeconsideredwith

theleadershiptalentthathasbeendeveloped.

Theleadershipstrategyshouldbedrivenbythebusinessstrategyandspecify:

A.Quantity:Howmanyleaderswillbeneededoverthenext5–10years,takingintoaccountgrowthneedsandprojectedturnover

1.When

2.Where

3.Atwhatlevel

B.Qualities:Thecharacteristicsindividualleadersandleadersoverallshouldpossesswhenselectedorretained,suchas:

1.Demographics

a.Age

b.Gender

c.Race

d.Cultureoforigin

e.Education

f.Experience

2.Internalpromotionsversusexternalhires

3.Diversity,targeteddiversity

a.Level

b.Location

?2014CenterforCreativeLeadership.Allrightsreserved.5

C.Skills/Behaviors:Thespecificskills,behaviors,knowledge,

competenciesorabilitiesleadersneedbyfunction,level,locationorunittoimplementthebusinessstrategy

1.Genericbehavioralcompetenciesthatapplytoallleadersintheorganization

2.Specificbehavioralcompetenciesbylevelorfunction

3.Genericskillsandknowledgerequiredbyallleadersintheorganization

4.Skillsorknowledgerequiredbylevelorfunction

5.Skills,knowledgeorcapabilitiesbylocation

6.Languagecapabilities

D.CollectiveCapabilities:Thecapabilitiesthatarerequiredofleaderswhenactingtogether,suchas:

1.Providingdirection,demonstrating

alignmentandgeneratingcommitmentasacollectiveleadershipteam

2.Solvingproblemsormakingimprove-mentsefficientlyandeffectivelythatrequirecollaborationacrossinternalorexternalboundaries

3.Engagingemployeesindecisionmakingandtogaintheiractivesupportinimplementingplannedcross-functionalactions

4.Jointlyformulatingstrategiesandex-ecutingtheminacoordinatedfashion

5.Implementingsuccessfulinnovation

requiringcross-functionalcollaboration

6.Adaptingtochangeinacohesiveandcoherentmanner

7.Workingtogethertogrowthebusinessinnewmarkets

8.Ensuringcompliance/transparency

requiringaconsistentsetofvalues,be-liefsandactionsacrosstheenterprise

9.Beingresponsivetocustomersinwaysthatdemandcross-unitcoordination

10.Developingtalentonbehalfoftheenterprise,ratherthanforindividualunits

E.LeadershipCulture:Thekeyattributesoftheculturecreatedbyleadersthroughthewayinwhichtheylead

1.Degreeofdependence,independenceorinterdependenceamongleaders

2.Keyvaluesthatarereinforcedthroughthecollectivebehaviorandactionsofleaders

3.Theleadershipstyleexhibitedbythemajorityofleaders(control-oriented,laissezfaire,participative)

4.Theleadershippracticesthatarebothimportantandsharedacrosstheenter-prise(engagingemployees,acceptingresponsibility,embracingopportunitiestomakeimprovements,beingcustom-erfocusedandsoforth)

Oncetheleadershipstrategyisformulated,aleadershipdevelopmentstrategycanbedrafted.Itclarifieshowtheleadershipstrategywillbeaccomplished,explorestheimplicationsfortalentmanagementsystemsandprocesses,andoutlinesanapproachtoleadershipdevelopment.

6?2014CenterforCreativeLeadership.Allrightsreserved.

CreatingtheLeadershipStrategy

Thefirststepinformulatingtheleadershipstrategyistoreviewthebusinessstrategyforimplicationsfornewleadershiprequire-ments.Thisanalysisusuallyrequiresateamofexpertscomposedofsomepeoplewhoknowthebusinessintimatelyandotherswhoare

familiarwithprocessesforacquiring,retaininganddevelopingleadershiptalent.Beginning

withthebusinessstrategy,thefirststepistoidentifythedriversofthestrategy.Driversarethekeychoicesthatleadersmakeabouthow

topositiontheorganizationtotakeadvantageofitsstrengths,weaknesses,opportunitiesandthreatsinthemarketplace.Theyarethethingsthatmakeastrategyuniquetooneorganiza-

tionascomparedtoanotheranddictatewheretradeoffswillbemadebetweenalternative

investmentsofresources,timeandenergy.Driv-ersarefewinnumberandhelpusunderstandwhatitisabsolutelyessentialforleadersand

thecollectiveleadershipoftheorganizationtoaccomplish.

Thereasonwhyidentifyingkeydriversis

importantinconstructingtheleadership

strategyisbecausedifficultchoiceswill

ultimatelyneedtobemadeaboutwheretoinvestmoneyinleadersandtheirdevelop-ment.Particularlyasbudgetsforleadership

headcountanddevelopmenttighten,itismore

criticalthanevertodemonstrateaclearlineofsightbetweeninvestmentsinleadershipandde-siredorganizationaloutcomes,suchasgrowth,profitability,talentretentionandothermetricsthatareofkeyimportancetotop-leveldecisionmakerswhocontrolleadershipdevelopment

spending.

?2014CenterforCreativeLeadership.Allrightsreserved.7

Keydriversofthebusinessare:

?Therelativelyfew(e.g.,3-5)determinantsofsustainablecompetitiveadvantageforaparticularorganizationinaparticularindustry.

?Alsoknownas“keysuccessfactors,”“keyvaluepropositions,”criticalsuccessfactors,etc.

?Present-andfuture-oriented.Ascustomersandcompetitorschange,arethekeystrategicdriversstillrelevant?

Notethatkeydriversarenotinthemselvesdetailedstrategies;instead,theyarethe

keydecisionsleadersaremakingabout

whattheorganizationmustdo.Forexam-ple,insomemarkets,liketherestaurant

industry,makingcertainthatcustomers

aresatisfiedmaybechosenasakeydriverofsuccess.Inotherindustries,likeutilities,customersatisfactionmaynotbeakey

driver.Akeydriverintheutilityindustry

mightbefindinglong-termsourcesofcom-

petitivelypricedrawmaterialstoturnintoelectricpower.Customersatisfactionandlow-pricedrawmaterialsarenotcompletebusinessstrategies;instead,theydrivetheformulationofdetailedbusinessstrategies.Therestaurantownermustdevelopstrate-giesforproducinghighlevelsofcustomersatisfaction,andtheutilitycompanymustdevelopstrategiesforsecuringlow-cost

rawmaterials.

Keydriverscanbeidentifiedbyaskingafewfundamentalquestions:

?Isthisanorganizationalcapabilitythatisabsolutelyvital?Couldsomethingelsebemoreessentialincausingthevision/missiontohappen?

?Definedrelatively,whatismostimportanttocompetitivesuccessandmissioncompletion?

?Isthissomethingthattheorganizationispositionedtodobetterthanitscompetitors?

?Willdoingthiswelltranslatedirectlyintocontinuedorfuturesuccess?

?Wouldnotdoingthiswellcausetheorganizationtofail?

8?2014CenterforCreativeLeadership.Allrightsreserved.

KEyDRIvER

LEADERSHIPSTRATEgyImPLICATIonS

BecomingMoreGlobal

?Requirementforgreaterculturalsensitivityamongleaders

?Enhancedrepresentationofdifferentgeographiesattoplevels

?Enhancedlanguageskillsinkeyleadershiprolestoenablecross-culturalrelationshipbuilding

?Enhancedimportanceofforeignassignmentsforfutureleaders

?Greaterunderstandingoflocallawsandbusinessarrangementsinstrategymaking

BecomingMoreInnovative

?Greaterinterdependenceamongleaderstocreatemoreeffectivecollaborationacrossfunctionsinbringingnewproductstomarket

?Needtoincreaseleadershipinvolvementacrossfunctionsin

gatheringconsumerinsightsandtranslatingtheseintoprofitableideasfornewproducts

?Mustanticipatecapital,space,talentimplicationsofrapidlyexpandingproductportfolio

?Needculturalchangetocreateaspiritofinnovationversusacultureofriskaversionattoplevelsoftheorganization

BecomingMoreCustomer-Focused

?Needtodevelopandimplementnewprocessesfor

understandingcustomerexperiencesandtranslatingthemintoimprovedbusinesspractices

?Mustcreatesolidlinkagesacrosstheorganizationatall

customertouchpoints,sothatthecustomerexperiencesaseamlessrelationship

?Needtounderstandtheneedsofdifferentcustomersegmentsandmovebeyond“onesizefitsall”approach

?Mustinstillacultureofcustomerprimacyandcustomercare

InvestinginHigh-GrowthOpportunities

?Rapidgrowthrequiresattentiontotalentdevelopment;

mustacceleratetheacquisitionanddevelopmentoftalentforkeyrolestoavoidtalentbecomingtheconstraintto

continuedgrowth

?Mustgrownumberofleadersateverylevelby10%peryearovernextthreeyears

ImprovingOperatingEfficiency

?MustintroduceSix-Sigma,leanmanufacturingandothermethodstobringcostsintolinewithkeycompetitors;

thesemustbeledfromthetopandsupportedbyleadersateverylevel

?Mustcreateacultureofcontinuousimprovementthatisledauthenticallybythoseinleadershippositions

?2014CenterforCreativeLeadership.Allrightsreserved.9

Inreality,theleadershipstrategyimplications

wouldbemuchmorespecific,reflectingtheactualopportunitiesandissuessurroundingthekeydriv-ers.Thekeydriversandtheirassociatedbusinessstrategiesshouldhaveclearimplicationsforwhatleadersmustdowellinorderfortheorganizationtosucceed.Ultimately,leadershipdevelopment

activitiesshouldbedesignedtoensurethatindi-vidualleadersandthecollectiveleadershipoftheorganizationarepreparedtoimplementthemostimportantstrategiesrelatedtothekeydrivers.

Afterthehigh-levelimplicationsfortheleader-

shipstrategyhavebeenidentified,thenextstep

indevelopingtheleadershipstrategyistoassess

thecurrentleadershipsituationandcompareittothedesiredfuture.Thisisthestepthatrequiresthemost“heavylifting”intermsofassessmentand

datacollection,coveringawiderangeofvariablesthatwillaffectdecisionsregardingboththelead-ershipstrategyandtheleadershipdevelopmentstrategytofollow.

Asamplingofthemethodsthatmaybeusedtocollectthecurrent-stateinformationneededineachcategoryislistedinthetableonpage10.

10?2014CenterforCreativeLeadership.Allrightsreserved.

DImEnSIon

mETHoDoLogIESfoRDATACoLLECTIon

Quantity

?Workforceplanning

?HRISdata

?Scenariobuilding

Qualities

?Assessmentcenters

?Leadershipstyleassessment/personalityprofiles

?Talentmanagementforms/reviewsessions

?HRISdata

Skill/Behaviors

?Careerprofiles

?Abilitytesting

?HRISdata

?Surveys/interviews

?Competencyidentificationandassessment

CollectiveCapabilities

?Focusgroups

?Observation

?Interviews

?Documentanalysis

LeadershipCulture

?Cultureassessmentsurveys

?Employeesurveys

?Observation

?FocusgroupsInterviews

?Documentanalysis

Thedatafromtheseanalysesareusedtoidentifygapsbetweenthecurrentandfuturestatesofleadershipintheorganization,whichprovidesfocusfortheprioritiestobead-dressedintheleadershipstrategy.Asimplifiedexampleofthegapanalysisthatshouldbeperformedisshownbelow.

?2014CenterforCreativeLeadership.Allrightsreserved.11

LEADErSHIpDIMEnSIOn

AnALySIS

IMpLICATIOnSOFGAp

FOrLEADErSHIpSTrATEGy

QuantityofLeadersbyLevel

Level1

Level2

Level3

10year1

15year5

75year1

125year5

450year1

750year5

Significantincreasesatlevels2&3willrequireacceleratedinternal

development,aswellasexternalrecruitmentoracquisitions.

LocationofLeaders

nA

450year1

500year5

NAgrowthwillslow,althoughpromotions

EMEA

75year1

150year5

willcontinuedueto

turnover.SignificantincreasesinEMEAand

ApAC

50year1

250year5

especiallyAPAC.

QualitiesofLeaders

500

400

300

200

100

FutureCurrent

Retirementofboomerswillcreateneedto

acceleratedevelopmentoftheirreplacementsfromamuchyoungerpool;newhireswillbeyoungeraswell.

Age

20–3031–4141–5151+

LocationofLeaders

year1

year2

75Female

585Male

300Female

1125Male

Mustmakeaggressiveefforttohire,developandretainwomentoreach20%+goal.

Skills/Behaviorsof

Leaders:Key

Competencies

requiredbyStrategy

12345

Competency

OperationalEfficiencyCostReduction

RiskAvoidance InnovationAdaptationtoChangeTalentDevelopment

FutureCurrent

Needfordramaticchange;some

maynotmaketheshift;needtobepreparedforthis.

12?2014CenterforCreativeLeadership.Allrightsreserved.

LEADErSHIpDIMEnSIOn

IMpLICATIOnSOFGAp

FOrLEADErSHIpSTrATEGy

AnALySIS

Skills/Behaviors

requiredbyLeaders

inAsia,Africaand

LatinAmerica

Current

?Mostlyex-pats

?Fewwithlanguagesorculturalbackgroundsrequiredtocreatebusinessrelationships

Changemixofleadersinregionthroughhiringandacceleratedinternaldevelopment;make

certaintheirvoiceis

future

?Localknowledgeandrelationships

?Languageskills

?Knowledgeoflocalregulations

?Intimateknowledgeoflocalcustomers

heardatHQaswell.

CollectiveCapabilitiesrequiredbyStrategy

Current

?Meetplanningdeadlines

future

?Upholdcompanypolicies

?Maintainproductquality

?Successfulinnovationstomarketquickly

?Better/fastercoordinated

responsetoglobalcustomers

?Talentdevelopmentacrossfunctions

Behaviorsarenewandwillrequireattentiontoissuesthatariseaspeoplelearntoworktogetherdifferently.

LeadershipCulture

Current

?Mixofdependentandindependentcultures

future

?Difficultyincoordinating

productintroductionsorpolicyimplementationacrossfunctionsandregions

?Muchmoreinterdependent

cultureacrossfunctionsand

regionstoenablemoreeffectiveglobaloperations,supportmorerapidinnovationandsupport

customerresponsiveness

Seniorleadersmust

engageothersin

changingleadershipculturethroughworkonstrategicinitiatives.

?2014CenterforCreativeLeadership.Allrightsreserved.13

Again,thisisahighlysimplifiedexampleofthe

implicationsforleadershipthatshouldbeextract-edfromthebusinessstrategywhenfuturelead-ershipcapabilitiesarecomparedtowhatexists

today.Oncetheseimplicationsareextractedandconfirmedthroughpresentationanddiscussion

withtheexecutiveteam,theright-handcolumnofthegapanalysistableneedstobeaddressed.Theleadershipstrategysummarizesactionsthatmustbetakentoclosethegaps.Theleadershipdevel-opmentstrategywillthenfollowwithspecificrec-ommendationsregardingapproachestobetakentodevelopcurrentandfutureleaders,aswellas

thecollectivecapabilitiesoftheorganization’sleadership,inlinewiththeleadershipstrategy.

Thegapanalysisalsoproducesclearimplicationsforrecruiting,selectionandothertalentmanage-mentsystems,policiesandprocesses.

Anexampleofaleadershipstrategyisprovided

below.(Actualstrategieswouldbemuchmore

detailedandspecificregardingeachleadership

dimension.)Thestrategymayalsoincludespecifictargetdatesforeachaction,whoisresponsible,barrierstosuccess,costsandimplicationsfor

leadershipdevelopmentortalentmanagementprocesses.

Howmuchwillitcosttoimplementyourcompany’sleadershipstrategy?

Whileapreciseformuladoesnotexistfortranslatingtheleadershipstrategyintothebudget

andtimerequiredtoaccomplisheachobjective,theleadershipstrategydoesprovideacompel-lingbasisforjustifyingsuchinvestmentsbecauseofitsclearlinktothebusinessstrategy.Eventhoughcomparisonsacrossorganizations,industriesandgeographiesaredifficult,studiesby

ASTD2andTrainingMagazine3intheU.S.marketshowedaconsistentaverageexpenditureof

around$1200peremployee,orbetweentwoandthreepercentofpayrollforalltrainingand

developmentactivities.Expendituresonexecutivedevelopmentaretypicallyhigher,asare

expendituresinindustriesorcompaniesfacinghighlycompetitiveorrapidlychangingbusinessenvironments,andincompaniesthatreceiveawardsfortheirdevelopmentpractices.

Developingthestrategyisusuallyaniterativepro-cessinvolvingateamassembledforthatpurposethatreportsregularlytoanexecutiveteamortoasteeringcommitteeprovidingoversight.Justaswithtalentreviews,theprocessofcreatingalead-ershipstrategyproducesusefulconversationsthatmayhavenevertakenplacebefore.Thosecon-

versationsthemselvesmayactasinterventionsthatbeginshiftingbeliefsandvaluesconcerningexecutivetalentissuesintheorganization.

Thecreationofthestrategyisamixoflogicandart,involvingbothleftbrainandrightbrainwork.Whiledeterminingthenumberofleadersrequiredisoftenastraightforwardextrapolationofgrowthtargetsusingworkforceplanningmethods,defin-ingthedesiredleadershipcultureisamuchmorenon-linearprocess.

14?2014CenterforCreativeLeadership.Allrightsreserved.

Thereareavarietyofmethodsthatcanhelp.

Oneway,calledthe“futureperfect”method,

involves“projecting”oneselfintothefutureandimaginingwhattheleadershipculturewouldbelikeiftheorganizationwerefullyimplementingitsbusinessstrategyandoperatingaseffectivelyaspossible.Whatbehaviorsamongleaders

wouldoneobserve?Whatsharedbeliefswouldbeheldbyallleadersthatsupportandreinforcethosebehaviors?Whatthingswouldemployees,customersorotherstakeholdersbesayingaboutleadershipingeneral?Whatbehaviorswouldbevisibleandreinforcethekindofculturethatis

desired?Whatbehaviorswouldbecalledoutasindicativeof“goodleadership”andrewardedaccordingly?Whatevermethodsareusedto

definethedesiredculture,thedefinitionwill

requirethatleadershipstrategists“getcomfort-able”withtheemotionalsideofleadership.

Manybookshavebeenwrittenaboutemotionalintelligenceasanimportantelementineffectiveleadership,andCCLhaslongbeenanadvocateofusingfeedback,simulationsandotherexpe-rientialmethodstohelpleadersunderstandtheimpactoftheirbehaviorsonothers.

Increatingaleadershipstrategy,fail-ingtobeasdetailedaspossiblein

describingtheleadershipculturethatisrequiredtoimplementthebusinessstrategywillleadtooversightslaterintheprocessthaterodestrategyimple-mentationandinterferewitheffectiveperformance.

Forexample,ifcollaborationacrossboundariesisnotcalledoutclearlyasarequirementinthenewleadershipculture,strategiesthatdependuponinter-unitorcross-functionalcollaborationarelikelytorunint