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1、0:12 What makes a great leader today?Many of us carry this imageof this all-knowing superherowho stands and commandsand protects his followers.But thats kind of an image from another time,and whats also outdatedare the leadership development programsthat are based on success modelsfor a world that w
2、as, not a world that isor that is coming.0:45 We conducted a study of 4,000 companies,and we asked them, lets see the effectivenessof your leadership development programs.Fifty-eight percent of the companiescited significant talent gapsfor critical leadership roles.That means that despite corporate
3、training programs,off-sites, assessments, coaching, all of these things,more than half the companieshad failed to grow enough great leaders. You may be asking yourself,is my company helping me to prepareto be a great 21st-century leader? The odds are, probably not.1:28 Now, Ive spent 25 years of my
4、professional lifeobserving what makes great leaders.Ive worked inside Fortune 500 companies,Ive advised over 200 CEOs,and Ive cultivated more leadership pipelinesthan you can imagine.But a few years ago, I noticed a disturbing trendin leadership preparation.I noticed that, despite all the efforts,th
5、ere were familiar stories that kept resurfacingabout individuals.One story was about Chris,a high-potential, superstar leaderwho moves to a new unit and fails,destroying unrecoverable value.And then there were stories like Sidney, the CEO,who was so frustratedbecause her company is citedas a best co
6、mpany for leaders,but only one of the top 50 leaders is equippedto lead their crucial initiatives.And then there were storieslike the senior leadership teamof a once-thriving businessthats surprised by a market shift,finds itself having to force the companyto reduce its size in halfor go out of busi
7、ness.2:48 Now, these recurring storiescause me to ask two questions.Why are the leadership gaps widening when theres so much more investmentin leadership development?And what are the great leaders doingdistinctly different to thrive and grow?One of the things that I did,I was so consumed by these qu
8、estionsand also frustrated by those stories,that I left my jobso that I could study this full time,and I took a year to travelto different parts of the worldto learn about effective and ineffectiveleadership practices in companies,countries and nonprofit organizations.And so I did things like travel
9、 to South Africa,where I had an opportunity to understandhow Nelson Mandela was ahead of his timein anticipating and navigatinghis political, social and economic context.I also met a number of nonprofit leaderswho, despite very limited financial resources,were making a huge impact in the world,often
10、 bringing together seeming adversaries.And I spent countless hours in presidential librariestrying to understand how the environmenthad shaped the leaders,the moves that they made,and then the impact of those movesbeyond their tenure.And then, when I returned to work full time,in this role, I joined
11、 with wonderful colleagueswho were also interested in these questions.4:26 Now, from all this, I distilledthe characteristics of leaders who are thrivingand what they do differently, and then I also distilledthe preparation practices that enable peopleto grow to their potential.I want to share some
12、of those with you now.4:44 (What makes a great leader in the 21st century?)4:46 In a 21st-century world, which is more global,digitally enabled and transparent,with faster speeds of information flow and innovation,and where nothing big gets donewithout some kind of a complex matrix,relying on tradit
13、ional development practiceswill stunt your growth as a leader.In fact, traditional assessmentslike narrow 360 surveys or outdated performance criteriawill give you false positives, lulling you into thinking that you are more preparedthan you really are.Leadership in the 21st century is definedand ev
14、idenced by three questions.5:29 Where are you lookingto anticipate the next changeto your business model or your life?The answer to this question is on your calendar.Who are you spending time with? On what topics?Where are you traveling? What are you reading?And then how are you distilling thisinto
15、understanding potential discontinuities,and then making a decision to do somethingright now so that youre prepared and ready?Theres a leadership team that does a practicewhere they bring together each member collecting, here are trends that impact me,here are trends that impact another team member,a
16、nd they share these,and then make decisions, to course-correct a strategyor to anticipate a new move.Great leaders are not head-down.They see around corners,shaping their future, not just reacting to it.6:28 The second question is,what is the diversity measureof your personal and professional stakeh
17、older network?You know, we hear often about good ol boy networksand theyre certainly alive and well in many institutions.But to some extent, we all have a networkof people that were comfortable with.So this question is about your capacityto develop relationships with peoplethat are very different th
18、an you. And those differences can be biological,physical, functional, political, cultural, socioeconomic.And yet, despite all these differences,they connect with youand they trust you enoughto cooperate with youin achieving a shared goal.Great leaders understandthat having a more diverse networkis a
19、 source of pattern identificationat greater levels and also of solutions,because you have people that are thinking differently than you are.7:29 Third question: are you courageous enoughto abandon a practice that has made you successful in the past?Theres an expression: Go along to get along.But if
20、you follow this advice,chances are as a leader,youre going to keep doing whats familiar and comfortable.Great leaders dare to be different. They dont just talk about risk-taking,they actually do it.And one of the leaders shared with me the fact thatthe most impactful development comeswhen you are ab
21、le to build the emotional staminato withstand people telling you that your new ideais nave or reckless or just plain stupid.Now interestingly, the people who will join youare not your usual suspects in your network.Theyre often people that think differentlyand therefore are willing to join youin tak
22、ing a courageous leap.And its a leap, not a step.More than traditional leadership programs,answering these three questionswill determine your effectivenessas a 21st-century leader.8:45 So what makes a great leader in the 21st century?Ive met many, and they stand out.They are women and menwho are preparing themselvesnot for the comfortable predictability of yesterdaybut also for the realities of todayand all of those unknown possibilities of tomorrow.