Our Approach to Developing Leaders
An inherent challenge of accelerated change and complexity is the accentuated tension of different frames of reference on good management practices, customer or client needs, portfolio of offerings, product or service quality, and business performance.
How leaders use different frames of reference in understanding and leveraging the diverse operating logics within their context becomes a critical organizational competence and competitive differential. A frame is one way of looking at a given object or event and is informed by an individual’s culture, experience, education, upbringing, and stage of development. Frames become tools for making maps (mentally or explicitly) by which leaders chart their way through different business environments, situations, and decisions. The truly effective leader will need multiple frames, the skill to use each of them, and the wisdom to match frames to situations. Leaders who understand their own frames of reference, and who have come to rely on more than one perspective, are equipped to understand and manage complicated business relationships embedded in complex markets.
All of this takes place within a highly dynamic and fluid environment which demands various levels of inquiry. Leaders must be able to determine the current level of knowledge or understanding that exists about a specific context, which in turn dictates the appropriate tools of analysis, that in turn results in the appropriate models for use in strategy formulation. This process is both an internal as well as external analysis, as operating logics are based on assumptions that are often unconscious. One level of inquiry, therefore, is the degree of awareness of the leader’s own biases or internal filters that structures what they perceive, how they make sense of their experiences, and the way they make decisions. For this reason, our concept of understanding context before strategy includes not only greater awareness of the interdependencies within any system or market, but greater personal sophistication in terms of self-knowledge.
The Global Leadership Program poses a unique set of experiences in developing leaders who can test and evaluate their own mental models regarding the environment, the business, the organization, and the internal operating assumptions in order to drive leadership effectiveness and create greater impact. We challenge individuals to think differently about themselves and the world they operate in.