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Thought Leaders
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Dear HR Professional,
Welcome to the Thought Leaders - Best Practices from HR Executives Newsletter! You are receiving this email because as a member of the HR.com community you have expressed an interest in receiving our Thought Leaders update. It is our mission at HR.com to always provide you with the most relevant and up-to-date HR information. To alter your subscription preferences or noted areas of interest please update your online profile here. New articles are added daily. |
Thought Leaders: Dr. David L. Dotlich on "How the World's Best Companies Develop Complete Leaders"
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David Dotlich is the President of the Mercer Delta Executive Learning Center, a global provider of senior executive programs, which has offices, faculty and Global 500 clients throughout the world. He also consults to executive committees, CEOs and senior leaders in the areas of leadership, business strategy and executive coaching.
David is a certified psychologist in career development, life planning and numerous psychological inventories, and co-author of six books including his newest Head, Heart and Guts - How the World's Best Companies Develop Complete Leaders, Why CEOs Fail - The 11 Behaviors That Can Derail Your Climb To The Top and How to Manage Them and Leadership Passages - The Personal and Professional Transitions that Make or Break a Leader. Dr. Dotlich was a founding partner of CDR International, which was acquired by Mercer Delta Consulting in 2004. He was a professor at the University of Minnesota faculty, teaching in the business school and speech communication department. He has frequently taught in the executive development programs at several universities, has served on the ASPD National Issues Committee and the board of directors of Schmitt Industries. He lives with his family in the Pacific Northwest.
KE: Our topic today is How the World's Best Companies Develop Complete Leaders, which is the subtitle of the new book you've just co-authored. David, what is "a complete leader"?
DD: What does make an effective leader and how does a complete leader differ from a partial leader? We say that a complete leader is a very simple composition of head - providing direction and strategy, guts - doing the right thing based on clear values and taking personal and organizational risks, and heart - the capacity to understand, to work with, build effective relationships and develop other people. Now that seems very simple and yet it's very complex. It's the ability to be multidimensional and draw from all three. So, that's how we define a complete leader.
KE: What was the impetus for you and your co-authors to write this book?
DD: Together, we have had almost 100 years of experience and I hate to admit that, but it's true. So, this book is written based on our experience in coaching and teaching - all of us were professors or consultants or coaches and/or senior HR professionals for a number of years. During my career, I was head of HR at Honeywell, for instance. We have taught thousands of leaders through Mercer Delta Executive Learning programs and we noticed that some of the same themes appeared over and over. These themes are both very complex and very simple.
We live in an era of unpredictability, where there is declining trust in institutions and leaders. It is an era of increasing complexity. And then we also noticed, both in our research and in reading and talking to leaders across industries and around the world, that there is just much more volatility and ambiguity in business and in competition in business today, that the future seems much more unpredictable. A strategic plan that used to be three years is now six months.
It's difficult to know what's going to be happening around the corner. All of these things were the catalyst for writing about what makes an effective leader in this type of environment. Then, we did our own research where we interviewed about 200 senior leaders around the world.
They identified clear challenges across industries. The pressure to stay competitive remains high. Market conditions are changing constantly. Leaders need to be agile and thoughtful about what's happening in the world. They identified that the need for innovation, (which we are predicting is going to become a national issue in the next few years), is much more important for organizations today. Then finally, the power of the customer - due to the Internet, digitalization and a whole number of forces - the customer is now in charge and leaders have to be much more responsive to what the customer is asking for.
Then, on top of this, what they told us was that leadership shortages are true across companies and industries. In fact more than 75% said that in their own leadership pipeline there were significant weaknesses. Either there weren't enough leaders that were ready now or the development efforts being taken by their organization were not sufficient in order to produce leaders for the future. So, these were some of the catalysts that we found in our research.
KE: In your book you talk about the differences between complete and partial leaders. What happens when leaders operate as partial leaders?
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Karen Elmhirst is a Senior Analyst with HR.com focused on learning and leadership. She is also co-host of our weekly Thought Leader Live interviews delivered via webcast each week. For a complete listing of our Thought Leader interviews,
click here.
Karen has over a dozen years of experience as a sales and marketing executive in various industries including recruitment and training, work as a communication coach, a writer, and editor. Karen graduated with a business degree from the University of British Columbia. |
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