The Leadership Gap: Building Leadership Capacity for Competitive Advantage

TITLE......Page 4
COPYRIGHT......Page 5
CONTENTS......Page 6
PREFACE......Page 10
ACKNOWLEDGEMENTS......Page 18
PART ONE: The Business Imperative......Page 21
CHAPTER ONE: Mission Critical......Page 23
Leadership Capacity And The Leadership Gap......Page 25
The Changing Business Environment Necessitates New Ways Of Thinking......Page 26
The Leadership Gap Is Mission Critical......Page 33
Current Solutions Are Not Bridging The Gap......Page 35
The Four Aspects Of The Leadership Gap......Page 37
Bridging The Leadership Gap......Page 44
PART TWO: The Leader’s Response......Page 49
CHAPTER THREE: Holistic Leadership: An Overview......Page 51
Understanding Holistic Leadership......Page 52
Functional Leadership......Page 53
An Example Of Dysfunctional Executive Leadership And Its Implications......Page 57
The Need For Holistic Leadership......Page 65
CHAPTER FOUR: Customer Leadership......Page 71
The Changing Customer Dynamics......Page 72
Implications Of Customer Dynamics......Page 74
The Public And Private Sector Customer......Page 76
Five Expectations Of Customer Leadership......Page 78
From Customer Value To Customer Loyalty......Page 81
Customer Leadership Is The Heart of Holistic Leadership......Page 93
CHAPTER FIVE: Business Strategy......Page 95
Developing Business Strategy......Page 99
The Business Strategy Process......Page 102
Architect Strategy......Page 103
Balance Priorities......Page 106
Contingency Scenarios......Page 112
Deploy Plans......Page 115
Evaluate Outcomes......Page 118
Leverage Business Strategy To Develop High-Potential Leaders......Page 120
Closing Comments......Page 124
CHAPTER SIX: Culture and Values......Page 125
Pillar 1—Lead Culture Change......Page 127
Pillar 2—Integrate Values Into The Organization......Page 136
Pillar 3—Drive Employee Engagement With The Culture and Values......Page 141
Measure And Track Progress On The Culture And Values......Page 147
Closing Comments......Page 148
CHAPTER SEVEN: Organizational Leadership......Page 149
Organizational Leadership—Leading for Alignment and Engagement......Page 150
Three Tools To Build High-Performance Organizations......Page 158
Tool #1: Develop An Enterprise-Wide Perspective And Work In The Interest Of The Whole Organization......Page 159
Tool #2: Build Relationships With And Influence Key Stakeholders......Page 165
Tool #3: Increase The Collaboration And Integration Across The Organization......Page 171
Closing Comments......Page 175
Team Leadership—Even More Important Today......Page 177
The Four Types Of Teams......Page 179
Assessing Team Leadership Case Example......Page 185
How To Build Strong Team Leadership......Page 190
Closing Comments......Page 198
CHAPTER NINE: Personal Leadership......Page 199
The Personal Factors That Can Derail Leaders......Page 201
CAPABLE Personal Leadership......Page 204
Closing Comments......Page 229
PART THREE: The Organization’s Response......Page 231
CHAPTER TEN: Leadership Capacity Implementation: An Overview......Page 233
Why Leadership Capacity Implementation is Important......Page 235
Closing Comments......Page 244
CHAPTER ELEVEN: Embedding Leadership In The Organization......Page 245
Embedding Leadership: The Journey......Page 246
The Three Foundational Strategies For Embedding Leadership In An Organization......Page 248
Strategy #1: Ensure A Secure Supply Of Leadership Talent......Page 249
Strategy #2: Develop A Compelling Organization-Specific Leadership Story......Page 254
Strategy #3: Anchor To A Well-Established Organizational Process......Page 260
What Is Lost When One Or More Of The Strategies To Embed Have Not Been Applied?......Page 262
The Gaps Can Be Bridged With Focused Attention......Page 263
CHAPTER TWELVE: Focus on Critical Positions and Key Talent......Page 265
The Failure of Traditional Succession Planning Processes......Page 266
Five Methods Of Identifying Successors To Fill The Leadership Capacity Gap......Page 268
The Risks of Not Insuring Successors For Critical Positions......Page 270
Why Focus Succession Management On Critical Positions And Not On Key Leadership Talent?......Page 274
Retention Strategies For Key Talent......Page 275
The Five Steps Of Succession Management For Critical Positions......Page 278
Five Key Success Factors In Succession Management For Critical Positions......Page 288
Closing Comments......Page 291
CHAPTER THIRTEEN: Integrated Leadership Development......Page 293
The Traditional Approaches to Leadership Development......Page 295
The Four Types of Leadership Development Options......Page 298
The Strengths and Limitations of the Multiple-Solution Approach......Page 304
The Need For An Integrated Solution......Page 306
The Integrated-Solution Approach To Leadership Development......Page 307
The Eight Steps To Implementing An Integrated-Solution Approach To Leadership Development......Page 308
Closing Comments......Page 316
CHAPTER FOURTEEN: Accountability For Leadership Capacity......Page 317
Executive Accountability For Leadership Capacity......Page 318
Human Resources Professionals Part Of Building Leadership Capacity......Page 323
HR Accountability to Audit The Current State Of Leadership Capacity......Page 328
What If The Executives Are Not Interested In Leadership Capacity......Page 333
Closing Comments......Page 334
CHAPTER FIFTEEN: The Leadership Economy......Page 335
Welcome to the Leadership Economy......Page 336
The Implications Of The Leadership Economy For Business, Government, and Academia......Page 338
The Road Ahead......Page 341
If Not Now, Then When?......Page 342
B......Page 343
C......Page 344
E......Page 345
J......Page 346
L......Page 347
O......Page 348
S......Page 349
Y......Page 350
ABOUT THE AUTHORS......Page 351
ABOUT KNIGHTSBRIDGE......Page 354