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Global Leadership Best Practices* Dr Richard Plenty Managing Director This Is ...

Global Leadership Best Practices* Dr Richard Plenty Managing Director This Is ... 21st – 23rd September 2011 Dublin Ireland * Presentation given without slides - This provides a summary of the main points. Leadership is important. Airports increasing in size and complexity

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Global Leadership Best Practices* Dr Richard Plenty Managing Director This Is ...

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  1. Global Leadership Best Practices* Dr Richard Plenty Managing Director This Is ... 21st – 23rd September 2011 Dublin Ireland * Presentation given without slides - This provides a summary of the main points

  2. Leadership is important ... Airports increasing in size and complexity • Increasing demands on leadership • Not a landing strip - more like running a mini city • Requires balancing expectations of many stakeholders CEO’s report leadership is increasingly important • Leadership succession is an issue • Recruiting outside is expensive • What can be done to develop people internally?

  3. Leadership is challenging ... Leadership roles have a number of components • Orchestrating and leading planned change • ‘Keeping the show on the road’ • Responding to crises and unplanned events We expect a lot from our leaders • Build for future and get immediate results • Deal with crises as well as ongoing business • Take calculated risks but never make a mistake • Take organisation in right direction in uncertain environment • Keep disparate groups of stakeholders on board

  4. Leadership is difficult ... Not surprisingly, given high expectations, a mixed picture of success • On positive side, most of us can think of good leaders • But median tenure of Fortune 500 CEO in 2010 just 3.5 years • Summary of 13 studies (Furnham 2010) showed 50% failure rate • Disappointment as common as success • Paradox – most people have had successful careers till then Principal reasons for failure • Lack of relevant experience • Not wanting to change a winning formula • People with flawed personalities making it to the top

  5. Identifying leaders ... Starting point is good performance • But good technical people don’t always make good managers • Potential is important as well as performance Ability to see the big picture • Sense of perspective, see wood for trees, see consequences • Strategic thinking, spotting patterns and linkages • Vision, energy and ambition Building and sustaining relationships • Build networks, relationships and partnerships • Importance of empathy Personal Leadership • Lead by example • Take personal accountability for delivering on promises

  6. Developing leaders... Planned experience • Challenging roles • Don’t leave to languish when young • Test people fully Structured support • Don’t just leave to sink or swim • Value of coaching and mentoring Improve self awareness • Assess against leadership competencies • Seek feedback from others • Use psychometrics and 360 Example of the Dimensions Psychometric

  7. In summary • Leadership is difficult... • Don’t just leave leadership development to chance • A structured approach to identifying and developing future leaders is an important and worthwhile investment • Challenging experiences are essential • Coaching, mentoring and improving self awareness make a difference ‘ A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.’ Rosalynn Carter

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