Infopro

Learning

FUTURE
LEADERSHIP DEVELOPMENT
Transforming Leaders to Excel in the Digital Age… and Beyond
By Kathy Sherwood
DEVELOPING
FUTURE Here are just a few of the questions Infopro Learning speaks to hundreds of

LEADERS we must answer when developing leadership development leaders and

leaders for the future: practitioners each year who are grappling with
Developing the capabilities of leaders these questions and who need to implement
What is the implication of the current
who will be taking over responsibility solutions now. This eBook summarizes three
business climate for leadership at all
for successful business outcomes in levels? key areas that these leaders tell us our
the future is now at a critical community must address:
How will technological changes disrupt
milestone for our learning community. and impact business and challenge our

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leaders?

What knowledge and skills should be our

priority focus?

What do we hold on to from our past

THE BUSINESS
programs? What do we discard? CONTEX

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How do we start to think totally
differently about this problem and solve
it? IMPLICATIONS FOR
The Top CEO Concern:
DEVELOPING
For those of us charged with the responsibility FUTURE LEADERS The growing complexity of
their environments and a

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of developing future leaders, the future is now.
We have a call to action to prepare our pessimism about the ability of
emerging talent to take on leadership positions leaders to cope with this
at every level of our organizations -- positions FUTURE complexity.
that are opening because of the transition of CONSIDERATIONS According to a recent IBM study of 1,500 CEOS
generations.

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"It's a transformation in the way we live, work and relate to one another
in the coming years, affecting entire industries and economies, and
even challenging our notion of what it means to be human."

- Fulva Montreson, Director, Head of Technology Pioneers, for the World Economic Forum, 2016
THE BUSINESS
CONTEXT
Business, technology and
geopolitical changes have major
implications for leadership.
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Business models, fueled by
technology, are changing faster than
we can keep up. There are disruptors
in every area of the business
community:
New Business Models: Think Airbnb and
Uber
New Products: Think mass production of
electric cars (Tesla)
New Biotech Advances: Think 3D
printing of organs
A decade ago, none of these new models,
product and processes were even envisioned!
Much of this change in business
models is being facilitated by evolving
technology. Consider the following:
Watson by IBM: artificial intelligence that
has read every paper on cancer ever
written and now partners with doctors to
find new solutions
GitHub: the largest open software library
Microchips: non-Silicon materials led to
exponential growth of computing power
Connectivity: by 2020, the number of
devices per person will more than double
– from 1.7 to 4.3 per person
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THE BUSINESS
CONTEXT
Beyond business, technology, and
geopolitical changes, the workforce
and ‘work’ is changing rapidly.
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Furthermore, changes in the generations are
fueling our call to action because of the limited
percent to 37 percent), and the
Hispanic/Latino portion is projected to
almost triple (from 6 percent to 17
time people have today to stay in leadership
percent).
positions within a stable business climate.
Types of Jobs: Consider that in 2010,
the Top 10 jobs in the U.S. did not even
Consider the following: exist in 2004!
Baby Boomer Retirements: In the U.S.,
10,000 baby boomers retire every day. By
What we've just reviewed (changing business
2030, all baby boomers (defined as born
between 1946 and 1964) will have models, technology and the geopolitical
celebrated their 65th birthday. climate) is not meant to be exhaustive. It is
Globalization of the Workforce: meant simply to help us attain a common
Corporations today are managing a context as we take this journey to develop
diverse workforce, handling cultural leaders who will be grappling with Thomas
sensibilities and catering to a varied Friedman's Age of Accelerations.
clientele across the globe. Managing
time zones, along with diverse and
remote teams, is considered a major
leadership challenge that will only
accelerate. It is envisioned that 65 percent
U.S. Workforce Diversity Changes: From of today's grade school
1980 to 2020, the white working-age
children will be in jobs that
population is projected to decline from 82
percent to 63 percent. During the same have not yet been invented.
period, the minority portion of the
workforce is projected to double (from 18
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"This is no longer just a leadership challenge (what good leadership
looks like), it is a development challenge (the process of how to grow
‘bigger’ minds)."

- Nick Petrie, Center for Creative Leadership

IMPLICATIONS
FOR FUTURE There are some sound assumptions

LEADERSHIP we can make to frame our leadership

development solutions:
DEVELOPMENT
Traditional leadership development
programs may not adequately
prepare our leaders for the future.
Leadership will continue to flatten and be
required at every level of the
organization.
Partnerships will flourish with global
opportunities to engage teams of
employees and contractors, and engage
third party relationships to manage
non-core activities.

Functional knowledge will serve as a

foundation with strategic business
thinking, adaptability and continuous
learning providing the keys to success at
all levels.

We must consider that traditional leadership

development programs may not adequately
prepare our future leaders to be successful in
this volatile, uncertain, complex and ambiguous
(VUCA) business climate. This means we need
to start looking at leadership development
through a new lens.

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IMPLICATIONS
FOR FUTURE One change is the transition from the

LEADERSHIP
individualist nature of leadership to a
more-collective focus. The younger generation

DEVELOPMENT has learned consciously and unconsciously the

lessons of leadership from an older generation
Leadership is changing in the digital that was taught to focus on the individualistic
age, and leadership development nature of leadership.
must change as well.

The future of leadership development will be

the ability to create informal and formal
networks and boundaries. Just like knowledge
has been democratized through social media,
leadership will be democratized throughout
vast global networks. Senior leaders will require
the capacity to allow leadership to flourish as
well as rein in any excesses that could cause
risks to the organization and the culture.

We need to support the readiness of our future

leaders to take on this mantle of collective
leadership; however, they need a new vision of
leadership. They need to create a different
roadmap and pathway for “what” leadership
might look like and “how” they can get there.

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"These accelerations in technology, globalization and Mother Nature
are like a hurricane in which we’re all being asked to dance.”

Thomas Friedman

Thank You For Being Late: An Optimist’s Guide to Thriving in The Age of Accelerations
FUTURE
CONSIDERATIONS
A BEGINNING
Model and competencies are still
very much important to any
leadership development program, so
we have developed a model for
future leaders; Transformational
Leadership.
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At Infopro Learning, we’ve developed a
model for future leadership that
emphasizes some of the
mega-competencies required to
navigate successfully. The future
leader recognizes innovation and
disruption and authentically inspires
others to enact organizational
transformation. That is the mark of a
future leader, they are a
transformational leader.
We fully understand that this model will need to
change continually as we learn more about the
future. However, we feel compelled to create a
roadmap now and be adaptive with internal
leadership development for both our company
and for our clients.
We see this roadmap as the beginning of a
robust conversation to support the learning
community in creating dynamic leadership
development processes and programs seen
through a new prism.
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TRANSFORMATIONAL LEADERSHIP
Our Transformational Leadership Model emphasizes the attributes that
leaders need to navigate organizational change in the digital age… and
beyond.

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TRANSFORMATIONAL
LEADERSHIP
At the center of a transformational
leader is their character. The three
other competencies drive business
results, but only with strong
character as the foundation
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In our Transformational Leadership Model, we value character Courageous Character
at the core. Future leaders will be evaluated based on the Courageous character blends servant and positive leadership
strength of their character – how they lead others in a way that with the tactical skills of coaching and developing others. It is
builds commitment and respect. necessary that a future leader who leads organizational
transformation has the courage to try new things, inspire others,
and stick with improvement. We put character at the center of
Leaders demonstrate character through ownership and
our transformational leadership model because without it, none
accountability while promoting an environment that
of the other competency areas will be effective.
encourages people to achieve extraordinary results.
The remaining three competency areas will drive business
results, and engage and retain the top talent in our companies.
These areas are:
01
INSPIRE
AUTHENTICALLY
02
INNOVATE
WISELY
03
IMPROVE
RELENTLESSLY
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01
INSPIRE
AUTHENTICALLY
In the age of technology, perhaps
the greatest challenge for future
leaders is to authentically inspire
and connect with those the lead.
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This dimension of leadership embraces business acumen within and external
to the company; it translates that knowledge to employee engagement by
developing diverse high performance and diverse teams. Future leaders will
create an environment that is focused on execution excellence.
Shaped by the global networks of commerce and the pace of technology, the
focus on full transparency and communication clarity cannot be emphasized
enough. One aspect of leadership just emerging is called followership --
having followers with diverse thinking to translate business priorities into
actions and who are free to challenge and offer different perspective to
strengthen outcomes
Key concepts of Inspire Authentically include:
Transparency and Strategic Thinking the ability to demonstrate
integrity and continually learning and “thinking” about the strengths and
flaws in one’s own thinking processes
Developing Talent and Managing Results the capability of spotting
good talent, bringing people together to execute with excellence and
the courage to make changes when required
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02
INNOVATE
WISELY
Future leaders will need to create a culture in which people have time and the
inclination to innovate. People with whom they work will want to see

Innovation is a given in today’s connections within and external to the workplace and press hard to make

world, but with so many options those changes happen. The exponential nature of vast technological
wisely determining when to innovate resources make openness to new ways of accomplishing goals a constant
and when not to, is more important learning process for every person in the organization and is certainly top of
than ever. mind for every leader.

The word “wisely” is a cautionary note to leaders to ensure a balance between

enthusiasm for creating a culture in which innovation is valued and a culture
in which there is too high a tolerance for risk. Balancing the two will be an
essential skill of future leaders.

Key concepts of Innovate Wisely include:

Connect and Develop – attracting and leveraging networks within and
external to the business

Unlearn and Discern – the ability to utilize mega-competencies of

creativity, critical thinking and learning agility

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03
IMPROVE
RELENTLESSLY
Only organizations that push down decision making and create shared
accountability for results will survive during this digital age. New strategies

New strategies and innovations and innovations impact internal and external processes requiring a relentless

impact internal and external attention to detail to ensure smooth implementation and avoidance of

processes, requiring a relentless unintended consequences. Whether embracing digital transformation,

attention to detail to ensure smooth reducing workflow, creating an entirely new business model or a new
implementation. go-to-market strategy, leaders need to transform every step of the way,
working with diverse minds.

Key concepts of Transform Relentlessly include:

Lateral management – working across the organization with wide
global networks of internal and external resources

Change management – creating planning and process improvements

that anticipate changes and embrace technological advances to
disrupt old ways of thinking

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"In the agricultural era, schools mirrored a garden. In the industrial era,
classes mirrored the factory, with an assembly line of learners. In the
digital-information era, how will learning look?”

- Lucy Dinwiddie

Global Learning and Executive Development Leader at General Electric

Summary
These are some of the leadership dimensions that future leaders will need to be successful. Now that
we’ve defined the essential skills that these leaders will need to adopt, our next article will focus on the
modalities that will be important to deploy to provide a clear road map for future leaders

Contributors to this Paper:

Lead Author: Kathy Sherwood
Production & Design: Sandeep Dogra
Editorial: Robert Velasquez

References:
‘The Seven Technologies Changing Your World,” by Fulvia Montreson, Director, Head of
Technology Pioneers, for the World Economic Forum, 2016.
IBM: “Capitalizing on Complexity: Insights from the Global Chief Executive Officer Study,”
Institute of Executive Coaching and Leadership (IECL) white paper: “Follow the Leader:
Leadership Development for the Future", 2013.
“Future Trends of Leadership Development,” by Nick Petrie, Center for Creative Leadership,
2011.
"Developing the Next Generation of Leaders: Trends and Truths About the Future of Leadership
Development", by Ian Ziskin, EXec Excel Group, 2015
"Thank You for Being Late: An Optimist’s Guide to Thriving in the Age of Accelerations", by
Thomas L. Friedman, 2016, Farrar, Straus, and Giroux.

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About Kathy Sherwood
Kathy Sherwood is the Director of Leadership and Organizational Development for InfoPro Learning.
Prior to InfoPro Learning, she was the founder and senior partner of a global leadership development
company for more than 20 years. Kathy’s specialty is creating a customized blend of workshops,
coaching, simulations, and e-learning tools to provide leaders and managers with a competitive
advantage, while also maximizing the return on training investment for their organizations.

About Infopro Learning

Infopro Learning’s mission is to make organizational learning a competitive advantage for its
customers by delivering modern learning experiences that improve employee performance. As a
full-service L&D outsourcing company, we have been solving the biggest learning, training, and
performance Improvement challenges for over 20 years. Our approach to leadership development
is based upon that experience, as well as looking forward to the leadership challenges of the
future. We offer leadership strategy, customized programs, full custom development, and
managed services.

Visit: www.infoprolearning.com
Call: (609) 606-9984
Write: info@infoprolearning.com

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