c-suite challenges for senior leaders

7/29/2019 C-Suite Challenges For senior leaders

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C-Suite ChallengesWhats Next for Senior Leaders?

-By Roland B. Smith and Michael Campbell


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The future will be loaded withopportunities. Leaders must have

the skills to take advantage ofthose opportunities, as well as theagility to sidestep the dangers.

-Bob Johansen, LeadersMake the Future (2009)


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REASONS TO STUDYCHALLENGES

What capabilities will organizations need

to be successful over the decade?

What strategies the leaders need to

effectively navigate complex challenges?

How will those leaders be developed?


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CONNECTION

BusinessStrategy

Analysis ofDesired

LeadershipCapabilities

Analysis ofComplex

Challenges

Analysis ofDesiredCulture

LeadershipStrategy

LeadershipDevelopment


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METHOD

A sample of 158 C-Suite

leaders from 135 organizations

taken by CCL.

CCL is the Center for Creative

Leadership conducted a five

day program called LAP

(Leadership At the Peak) and

DSL (Developing the Strategic

Leader.


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SURVEY RESEARCH

An open ended survey designed to provide

increased detail, and content analysis is

applied to analyze the open ended

responses.

What are the three most critical leadership

challenges you are currently facing?


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CHALLENGES TYPESIndividual Impact & Personal Style

Balancing Multiple Work Priorities

Work/Life Balance

Role Change or transition

Influencing and Persuading Others

Developing Others

Leading a Team/Group

Leading Across Multiple Groups

Strategic Issues

Leading Change

Culture Issues

Talent Management

Business Operations & Performance

Organizational Growth & Expansion

LEADIN

G

SELF

LEADING

OTHERS

LEADINGT

HE

ORGANIZATION

More Personal Control &

Influence

Less Personal Control &

Influence


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Frequency

Rank

1.

2.

3.

4.

RANKING OF CHALLENGES

2006N=108

2008N=108

Leading AcrossMultiple Groups

Strategic Issues

Talent Management

Business Operations &

Performance

Leading AcrossMultiple Groups

Strategic Issues

Business Operations &Performance

Talent Management


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WHATS NEXT

Strategic Agility

Leveraging Talent

Orchestrators of Talent

Application to Organization


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STRATEGIC AGILITY

Few years back C-Suite leader would set visionand strategy and then start following it. But now

one have to be alert every day, week and month to

renew their strategy.

Affectionate acts close, warm, and nurturing.

Empoweringmotivates others and helps them to

achieve.

Ambitious Determined to make progress, likes tocompete.

Considerate thoughtful, willing to work with

others.


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LEVERAGING TALENT

Determine the role and responsibilities

needed.

Define the competencies needed for each

role.

Support the next generation to build

needed skills.


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APPLICATION FOR RAC Boundary Spanning- Cross-functional assignments that will

help to facilitate learning boundaries.

Talent Management- Team leaders should encouragesubordinates and other leaders to give feedback, to ask what

they are learning from a job or assignment , and to sharetheir own lesson and managerial wisdom.

Challenge Studies- Human capital executives have to conductchallenge studies for leaders at different levels to more clearlyunderstand the past and be prepared for future.

Suggestion to Refine- Suggestion would ultimately inform thebehaviors required to refine and execute the business strategynow and in the future.


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Smith, R.B., and Campbell, M. (2010). C-Suite Challenges and the

Economic Meltdown: Whats Next for Senior Leaders? People andStrategy,33(4), 22-30.

REFERENCE..


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c-suite challenges for senior leaders

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