A Declaration of Interdependence

This blog is a resource for the development and practice of leadership in an interdependent world. We have a point of view on interdependent leadership, and the development of leadership culture, based in research and practice at the Center for Creative Leadership and in the work of our colleagues around the world. Our aim is to post about good ideas and tools that you can use. READ MORE

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Creating Desired Futures in a Global Economy

quoteUnderlying every significant issue that organizations and societies face is the question: How can we create desired results in an increasingly interdependent world?

Peter Senge talks about the roles of creating, learning, and leading in a complex, interdependent world, in his article Creating Desired Futures in a Global Economy, available here (Reflections, Vol 5, No 1). We also recommend In Praise of the Incomplete Leader (HBR Reprint R0702E) as a map for dealing with complexity in an interdependent world.

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Social identity in an interdependent world

Interdependent leadership requires a keen awareness of social identity. What is your own social identity? What are the social identities of others? How do you build bridges while retaining a core identity? How does one’s identity change from close interaction with others? This fine video from Aaron White, featuring Steadman Harrison walking through Addis Ababa, beautifully explores these ideas. The CCL LeaderMOOC has an excellent module on social identity, including this video; the workbook is here. (Also see our white paper about leadership development in context in Ethiopia.)

More at Social Identity: Knowing Yourself, Leading Others (Kelly Hannum, 2007).

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Visualizing Leadership in a Dynamic Ecosystem

Here’s a field report from strategist and graphic facilitator Bruce Flye, on visualizing and developing leadership in the dynamic and chaotic ecosystem in which the Brody School of Medicine operates.
quoteIn recent months a senior leadership team in the Brody School of Medicine has been grappling with a complicated organizational issue of major import.  …  We’re getting the most benefit through conversations that the Dean has with individuals and small groups. As he engages others in studying the graphic, time slows down, and we consistently see a transition from mild confusion to engaged curiosity.  … 

Click on the graphic to expand 2x …Microsoft PowerPoint - ENC County Locational Map (2) [CompatibilquoteIn recent months a senior leadership team in the Brody School of Medicine has been grappling with a complicated organizational issue of major import.
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The beit midrash: A method for collaborative learning

Dialogue is one of four arts for developing interdependent leadership. Vered Asif, a CCL faculty member based in Brussels, sent us this powerful method for facilitating dialogue in support of learning and development.

quoteWe all know PowerPoint is limited as a teaching method. Collaborative learning can be much more effective, even when learning from experts. Here is a collaborative learning method that uses expert texts–documents, articles, books—as the source of knowledge.

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How to build a more interdependent leadership culture: The DriveTime story

How do you transform the leadership culture of your organization while re-inventing your industry? Let’s look at the case of DriveTime.  (More DriveTime’s leadership culture development here and here.)

These promotional videos show how the new leadership culture connects with customers and engages employees. The case follows …

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CCL publications on leadership for an interdependent world

Here are key CCL publications on leadership for an interdependent world including downloads in most cases.

Summary: Developing Leadership in an Interdependent World READ MORE

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Four Trends for the Future of Leadership Development

I want to share a white paper with you about four trends for the future of leadership development. Our colleague Nick Petrie did a terrific job researching this, interviewing professionals at diverse organizations including Harvard, GE, Forum, CCL, and Ketchum; the full article can be found here.


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The Power of Boundary Spanning and Networks (Part 2)

Along with my colleague, Rob Cross, we recently conducted an Organizational Network Analysis (ONA) as part of a boundary spanning intervention for a high-growth Silicon Valley company. The results were illuminating. We found that when investigating a large account team, only 5% of the most connected people held nearly 25% of the relationship connections, and that the 5%  top brokers (people who bridge diverse subgroups) held nearly 50% of the ties bridging organizational roles and functions. The big takeaway here is that a few key individuals play an instrumental role in holding together a critical and strategic account network. Why is this so, and what can be done about it?
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The Power of Boundary Spanning and Networks

What new innovations lie at the intersection of organizational networks and boundary spanning? Sixty or so leading organizations and thinkers will gather at CCL in Greensboro, NC on Oct 11-12 for a deep-dive exploration of this question. Read more about the conference, Achieving Interdependent Leadership: Leveraging Organizational Network Analysis and Boundary Spanning Practices.
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