March 2012 —

Joint research by HCLI and CCL reveals unexpected findings on how to best accelerate leadership development in today’s globalised world

Singapore – To achieve success, learn from failure. It may be in the parlance of early Asian philosophy, but the phrase is one of five key findings from a recent joint study by the Center for Creative Leadership (CCL) and the Human Capital Leadership Institute (HCLI) on how to accelerate leadership development in Asia.

The study relied on interviews with key personnel from five organisations in Singapore that are recognised for best practices in talent and leadership development – BAT, CapitaLand, Olam International, Singapore Prison Service and Unilever — and noted that there was a gap in knowledge about the development of top leaders in Asia.

“One of the major drivers of the research was the desire to consider leadership development criteria in the context of a rising Asia,” said Dr Mano Ramakrishnan, Head of Research at the Human Capital Leadership Institute. “Too often, leadership is considered in isolation. For this study, we accounted for the dynamics of a rising Asia; where economic growth has been relatively stable and sustained compared to the West, where regulatory uncertainty is part of business, and where rising incomes are rapidly changing the needs of consumers, companies and governments. It was against this backdrop that we distilled the best human capital practices.”

“Significantly, even though the organisations selected for this study were widely recognised as best-in-class in terms of talent development, all of them cited having the right talent as their biggest challenge,” said Dr Roland Smith, Director of Global Institute for Talent Sustainability at the Center for Creative Leadership. “Tremendous resources are being poured into talent issues. Set against an increasingly complex operating environment in Asia, this study answers key questions on how to accelerate the development of future top leaders in order to achieve organisational goals.”

Paradox #1: To achieve success, learn from failure
One of the findings hitherto mentioned was that leaders learn and grow from their failures. Failure played a great role in the growth and development of the top leaders interviewed for the study and was mentioned as something that would help in the development of future top leaders. Effective top leaders should be able to deal with failure and learn from mistakes as part of their leadership journey – reflecting on setbacks, learning lessons from negative experiences and growing stronger.

Paradox #2: To develop greatness, practise humility
Effective leaders model humility and constantly learn from others. Humility was a necessary component of intellectual curiosity and an essential component of fostering a learning culture within an organisation. The research presented several examples of genuine humility from top leaders in spite of their impressive career histories, and the importance of a humble attitude as a foundation for constant learning.

For example, a top leader from Olam, when asked about his biggest impact on his direct reports, replied that they had taught him as much as he had taught them. This was a signal to his team that one can learn from multiple sources and not just from people at the top. Such behaviour highlighted the impact that top leaders can have in modelling constant learning.

Paradox #3: To foster learning, emphasise doing
When asked what contributed to their personal leadership development, the majority of leaders mentioned adversity and crisis. A senior leader recounted a volatile labour strike that erupted while he was leading an Indonesian unit. Being a Singaporean, he was not used to strikes of this nature. Worried about the safety of his team, he suggested they all return home. His concern for the team’s safety instead led them to stay and help with negotiations, and tensions were later defused. The study had revealed that leadership development truly occurred when classroom learning was applied in the field and this example illustrated clearly that leadership development did not take place only in the classroom.

Paradox #4: To accelerate development, slow down
Rotational assignments were frequently used to provide experiences in different functions, geographies and roles, helping future leaders to develop a wider perspective and fostering effective networks. Due to the paucity of future top leaders, some firms might feel the pressure to rapidly develop leaders by “over-promoting” staff and rotating them through many assignments in a short period of time. This could lead to a lack of time for reflection and to experience the impact of their decisions.

While multiple experiences were necessary for leadership development, organisations had the tendency to rapidly move people into different positions without giving them room to breathe. The organisations interviewed saw the importance of giving their leaders time to slow down and reflect on their experiences. For example, while Olam believes in grooming their leaders through challenging assignments, they also recognise the need to build in processes to encourage reflection and learning. As part of their formal programmes, Unilever also builds in a component for deep reflection.

Paradox #5: To excel at the task, harness relationships
Relationships are important everywhere, but especially so in Asia. The best leaders are authentic in their interactions with others and not only build good relationships with people within the organisation, but are also plugged in to key networks outside the organisation. Those best able to build and harness these relationships are most likely to operate at the highest levels.

While the organisations studied noted that they could not put a precise numerical claim on the return on investment from leadership development, they all agreed that leadership development is an imperative in the ever more complex and growing Asian economic landscape. With businesses growing at a rate that far exceeds the speed of leadership development, organisations have no choice but to devise the best ways to accelerate leadership development, paradoxically or not.

For more information on the study, please visit: apac.ccl.org and www.hcli.org

About the Human Capital Leadership Institute
The Human Capital Leadership Institute (HCLI) is a national centre of excellence that facilitates organisations in accelerating leadership development and strategic human capital management capabilities in Asia, for a globalized Asia. Through its efforts, HCLI aims to develop global leaders with a strong understanding of leading in Asia, as well as to build Asian leaders with the ability to lead on the global stage. Established in 2010 with Singapore’s Ministry of Manpower, the Singapore Economic Development Board and the Singapore Management University as strategic partners, HCLI achieves this by driving Pan-Asian research, creating cutting edge executive development programs, and fostering rich networks between leaders in business, government, academia and consulting. The Institute offers the unique ability to bring together the best-in-class to share insights on understanding Asia, successfully doing business in Asia, and the implications on leadership and human capital strategies for Asia.

About the Center for Creative Leadership

The Center for Creative Leadership (CCL®) is a top-ranked, global provider of leadership development. By leveraging the power of leadership to drive results that matter most to clients, CCL transforms individual leaders, teams, organizations and society. Our array of cutting-edge solutions is steeped in extensive research and experience gained from working with hundreds of thousands of leaders at all levels. Ranked among the world's Top 5 providers of executive education by Financial Times and in the Top 10 by Bloomberg BusinessWeek, CCL has offices in Greensboro, NC; Colorado Springs, CO; San Diego, CA; Brussels, Belgium; Moscow, Russia; Addis Ababa, Ethiopia; Johannesburg, South Africa; Singapore; New Delhi-NCR, India; and Shanghai, China.

Stephen Martin
Center for Creative Leadership
+1 336 286 4038
martins@ccl.org

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