Y
OU ARE BOUT TO ENROLL IN
a short course in Leader-
ship Education.
Last December, on behalf of his colleagues
at theWeatherhead School Executive Education,
Case Western University,
David Cooperrider
,
Professor in Social Entrepreneurship and OB,
proposed doing a special edition of
LE
. He
provided 13 articles authored by the faculty
who deliver their
Leadership Deep Dive
pro-
gram—a senior executive immersion that
combines
the best of the best
from the School
that designed the first Phd in OD and Change
in 1960, thanks to
Herb Shephard, Warren
Bennis, Don Wolfe, David Kolb,
Suresh Srivastva,
and others. The
place continues to be a seedbed of
pioneering theory/practice with
award-winning thought leaders such
as
Richard Boyatzis
(author of
Primal
Leadership
), David Cooperrider and
Ron Fry
(creators of
Appreciative
Inquiry
and the world inquiry into
Business as an Agent of World Benefit
);
and
Diana Bilimoria
(author
Handbook on
Women in Business Management
) and others.
In his article on
Innovation's Next Frontier
,
Cooperrider boasts of one huge business
success, with double-digit growth rates near
40 percent per year, leadership in sustainabil-
ity and bottom of the pyramid work, and
#
1
corporate citizen named by the US Chamber.
He credits
Michael Devlin
, Associate
Dean of the Executive Education school at
Case, for being the originator of the
Leadership Deep Dive
concept that brought
the distinguished faculty together. He also
notes that
Peter Senge
and he combined
recently on three major projects with busi-
ness leaders and cities that are making sys-
tem-wide advances in sustainability. “We are
combining the appreciative inquiry summit
with Senge’s
5
th
Discipline
focus on systems
thinking and design.”
So, take your own Deep Dive into this
strengths-based change curriculum.
Lessons from SEALs and ‘Sully’
As long as you’re in the Deep Dive water,
you might also learn and apply a few lessons
in leadership from the Navy SEALs, as
recounted by President Barack Obama, and
from Captain ‘Sully’ Sullenberger, famous
for his water landing in the Hudson River.
From
Gloria Feldt
and
Karol Wasylyshyn
,
you can learn how to achieve breakthroughs
for female and remarkable leaders
Alex
Pattakos
reverts to his Greek roots to sug-
gest leadership is all about OPA: Others,
Purpose, and Attitude. And,
Punit Renjen
,
chairman of the board of Deloitte LLP, notes
that in his native India,
Mohandas Gandhi
was more than an exceptional servant
leader—“he was a brilliant strategist who
asked questions, listened, assessed risks, and
developed scenarios
. In their strategist role,
these are the vital skills for board members.”
High-Potential Leadership Talent
So, who can spot and where can we find
High Potential Leadership Talent? Senior
executives play the biggest role in
identifying high-potential talent for
leadership development, according
to a survey by AMA Enterprise.
Senior executives were followed
closely by managers and directors.
Training and development staff play
a relatively minor role. “Senior exec-
utives and line managers are usually
the best positioned to recognize ris-
ing talent,” said Sandi Edwards, SVP for
AMA Enterprise. “They’re directly involved
daily with prospective leaders at all levels,
and can best judge the abilities and attributes
linked to current and future success.” But
Edwards cautioned that for such programs
to work well, all parties must agree on the
selection criteria, communication methods
and development options. Everything has to
come together—senior-level support, clear
criteria for participants, transparency that
minimizes any perception of politics and real
rewards for successes achieved.” Contact:
Arlene Bein,
Many employers worry about scarcity of
leadership talent,
according to a survey by
Right Management; in fact, 31 percent of
respondents cited lack of high-potential lead-
ers as their biggest HR concern (23 percent
indicated a shortage of talent at all levels).
Notes Michael Haid, SVP of TM. “Lean
times make it hard to recruit, retain, and
develop future leaders. Many organizations
deal not only with the current lack of leader-
ship bench strength, but an increasingly dis-
engaged workforce—two concerns that HR
people lose sleep over.” Contact: Shari Fryer,
LE
We l c o m e t o We a t h e r h e a d e d u c a t i o n .
by Ken Shelton
Volume 29 Issue 3
Leadership Excellence
(ISSN 8756-2308) is
published monthly by Executive Excellence
Publishing, LLC (dba Leadership Excellence),
1806 North 1120 West, Provo, UT 84604.
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Our mission is to promote personal and organi-
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M a r c h 2 0 1 2
w w w . L e a d e r E x c e l . c o m
Editor since 1984
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