Leading Yourself: Individual Leader Development

The ability to understand one's strengths and development needs is the foundation of effective leadership. An important aspect of this is the intrapersonal capability to be effective in leadership roles. There are CCL publications that will help you develop each of the following intrapersonal competencies:

Developing Adaptability
Increasing Self-Awareness
Managing Yourself
Increasing Your Capacity to Learn
Exhibiting Leadership Stature
Displaying Drive and Purpose
Demonstrating Ethics and Integrity

http://www.ccl.org/leadership/publications/leadingYourself.aspx

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Adaptability: Responding Effectively to Change, CCL Press, 2006
Allan Calarco and Joan Gurvis

In today's business world, the complexity and pace of change can be daunting. Adaptability is a necessary skill for leaders to develop in order to respond effectively to this change. This guidebook contributes to a greater understanding of adaptability and the cognitive, emotional, and dispositional flexibility it requires. Leaders will learn how to develop their own adaptability and to foster it in others, thereby becoming more effective for themselves, the people they lead, and their organizations.

TOC = Adaptability: Responding Effectively to Change, CCL Press, 2006

What Is Adaptability?
Why Adaptability Is Important for Leaders
What Are Obstacles to Adaptability?
Stages of Transition
Three Elements of Adaptability
Cognitive Flexibility
Emotional Flexibility
Dispositional Flexibility
Developing Adaptability
Ways to Practice Cognitive Flexibility
Ways to Practice Emotional Flexibility
Ways to Practice Dispositional Flexibility
Adaptability: A Leadership Imperative
Suggested Readings
Background

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The Versatile Leader: Make the Most of Your Strengths - Without Overdoing it, Pfeiffer, An Imprint of Wiley, 2006

Bob Kaplan & Rob Kaiser

In this groundbreaking new book, Bob Kaplan and Rob Kaiser introduce an innovative approach to identifying and correcting lopsidedness in leaders. You will discover how to make optimal use of your strengths and avoid getting trapped in a one-dimensional mindset that results in too much of a good thing. Based on twenty years of research and extensive work with senior leaders, The Versatile Leader is packed with illustrative cases and practical applications. The book is equally useful for self-improvement and for coaching other managers.

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FYI For Your Improvement, Lominger Limited, Inc., 2004
Michael M. Lombardo and Robert W. Eichinger

FYI For Your Improvement (4th Edition) provides step-by-step guidance for anyone who wants to develop new competencies or for anyone working with another person on their development.

Table of Contents

FYI For Your Improvement, Lominger Limited, Inc., 2004

Introduction i
Strategies for Improvement v
General Development Plan xiii
Organization for FYI For Your Improvement xv
Competencies 1
Performance Dimensions 405
Career Stallers and Stoppers 467
Special International Focus Areas 569
Appendix A 614

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Discovering the Leader in You: A Guide to Realizing Your Personal Leadership Potential, Jossey-Bass Publishers, 2001
Robert J. Lee and Sara N. King

Many executives find themselves in leadership roles by default and then discover they are just not personally suited to them. Through examples, exercises, and research results, this book offers an intentional way for leaders, and those who aspire to be, to match leadership roles with their personal preferences and capabilities.

Table of Contents

Discovering the Leader in You: A Guide to Realizing Your Personal Leadership Potential, Jossey-Bass Publishers, 2001

Preface xi
The Authors xvii
1. Where Does Leadership Fit in Your life 1
2. Consider the Current Realities and Expectations 17
3. Ground Your Leadership Vision in Personal Vision 31
4. Base Your Leadership Values on Personal Values 55
5. Get to Know Yourself as a Leader 71
6. Balance Your Work Life and Your Personal Life 101
7. Take Steps Toward Self-Aware Leadership 135
Appendix A: Program Participant Questionnaire 153
Appendix B: Leadership Resources 155
References 161
Index 165

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Preparing for Development: Making the Most of Formal Leadership Programs, CCL Press, 2001
Jennifer Martineau and Ellie Johnson

If you are scheduled to participate in a leadership development program, or if you're considering such a program, you can substantially increase the benefits to yourself and to your organization by preparing for the development experience. This guidebook will show you how to prepare yourself and how you can help prepare your colleagues and your work environment to make the most of a formal development program.

Table of Contents

Preparing for Development: Making the Most of Formal Leadership Programs, CCL Press, 2001

Why Prepare for a Leadership Development Program? 7
Preparing Your Expectations 8
Preparing Your Motivation 15
Preparing Your Workplace 20
Turning Lessons into Leadership 27
Suggested Readings 28
Background 28
Key Point Summary 29
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Choosing an Executive Coach, CCL Press, 2001
Karen Kirkland Miller and Wayne Hart

As managers move higher in an organization, it can be more difficult for them to get accurate and unbiased input about their performance and leadership skills. Many recognize that to focus their personal development plans they need the uninterrupted time and attention of a skilled, objective professional - an executive coach. This guidebook is for managers who are considering executive coaching as a tool in their personal leadership development. It describes what executive coaching is and can help them decide whether coaching is appropriate. Readers will also learn how to locate and select a qualified coach with the professional and personal credentials and characteristics that can help them achieve their goals.

Table of Contents

Choosing an Executive Coach, CCL Press, 2001

What Is Executive Coaching? 7
Does Executive Coaching Meet Your Needs? 8
Evaluating an Executive Coach 13
Where to Find a Coach 19
Choosing Your Coach Checklist 21
Suggested Readings 22
Background 23
Key Point Summary 25

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Building Resiliency: How to Thrive in Times of Change, CCL Press, 2001
Mary Lynn Pulley and Michael Wakefield

It is sometimes hard to accept change - particularly when it is delivered as a hardship, disappointment, or rejection. But by developing resiliency managers can not only accept change, but learn, grow, and thrive in it. This guidebook defines resiliency, explains why it's important, and describes how you can develop your own store of resiliency. It focuses on nine developmental components that, taken together, create a sense of resiliency and increase your ability to handle the unknown and to view change - whether from disappointment or success - as an opportunity for development.

Table of Contents

Building Resiliency: How to Thrive in Times of Change, CCL Press, 2001

What is Resiliency? 7
Why is Resiliency Important? 9
Becoming Resilient 9
Resiliency Worksheet 22
Suggested Readings 24
Background 24
Key Point Summary 25

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Using Your Executive Coach, CCL Press, 2001
E. Wayne Hart and Karen Kirkland

Managers who are considering a developmental plan that calls for an executive coach need more than a desire to improve their leadership capabilities. They also need to understand how to get the most from their work with a professional coach. This guidebook can help managers understand the unique nature of a coaching engagement and to assess their readiness to embark on this method of professional development. It describes the three main elements of a coaching engagement - assessment, challenge, and support - and provides information on how a manager can collaborate with a coach in each of these aspects to get the maximum benefits from coaching.


Table of Contents

Using Your Executive Coach, CCL Press, 2001

What Is Executive Coaching? 7
Getting Ready for an Executive Coach 7
Establishing the Coaching Relationship 9
Working with Your Executive Coach 11
Using Your Coach for Assessment
Using Your Coach for Challenge
Using Your Coach for Support
Handling a Resistance to Coaching 21
Building on the Coaching Relationship 24
Suggested Readings 27
Background 28
Key Point Summary 30

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Ongoing Feedback: How to Get It, How to Use It, CCL Press, 1998
Karen Kirkland and Sam Manoogian

Formal feedback experiences and career transitions both involve acquiring new skills and honing current ones. Critical to this is measuring progress. This guidebook provides a proven technique on how to get and use the feedback that will help. Tips on how to evaluate the feedback and what to do if the decision is made not to use it are also provided.

Table of Contents

Ongoing Feedback: How to Get It, How to Use It, CCL Press, 1998

How to Get Feedback 7
Who to Ask for It
When to Ask for It
How to Ask for It
How to Use It 16
Make Sure You Evaluate It
Do These Things If You Decide Not to Use It
Practice Makes Permanent 18
Feedback Checklist 19
Suggested Readings 20
Background 20
Key Point Summary 22

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Becoming a More Versatile Learner, CCL Press, 1998
Maxine A. Dalton

On-the-job experiences are crucial for managerial development, and managers learn the most when they approach them with a variety of learning tactics. Of the four most commonly used tactics - feeling, action, thinking, and accessing others - people typically employ only one or two, thus limiting their learning and eventually their performance. This guidebook describes the four tactics in detail, giving examples of how they can be used. It also provides information on how to identify preferred tactics and how to develop nonpreferred ones.


Table of Contents

Becoming a More Versatile Learner, CCL Press, 1998

Introduction 7
The Four Sets of Learning Tactics 8
Feeling Tactics
Action Tactics
Thinking Tactics
Accessing-others Tactics
Finding the Baseline 13
What Are Your Preferred Learning Tactics?
Benefits and Problems with Your Preferred Tactics
Becoming a More Versatile Learner 19
Get Out of Your Comfort Zone
Expand Your Learning Tactics
Conclusion: Setting a Learning Strategy 23
Suggested Readings 24
Background 24
Key Point Summary 26

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Using an Art Technique to Facilitate Leadership Development, CCL Press, 1995
Cheryl De Ciantis

The author, a trainer in the Center's LeaderLab program, presents her experiences in creating and conducting the touchstone exercise, an activity in which participants are asked to create sculptures that represent their vision and purpose as leaders. This report describes the touchstone exercise and contains case studies of individuals who created touchstones, how they used them, and what effect the exercise has had on their work and personal lives.

Table of Contents

Using an Art Technique to Facilitate Leadership Development, CCL Press, 1995

Acknowledgments vii
Foreword ix
Preface xi
Introduction 1
The Touchstone Exercise 1
The Context: An Action-oriented Leadership Development Program 1
The Exercise 3
Setting the stage 3
Conducting the touchstone 3
Participants’ experiences 4
Case No. 1 6
Case No. 2 8
Discussion 9
Effectiveness of the Touchstone Exercise: The LeaderLab Impact Study 10
How the Exercise Has Changed Over Time 13
Common Themes in Touchstone Representations 14
Touchstone Lessons Used on the Job 15
The Touchstone Exercise as a Story 17
Resistance to Artistic Activities 19
The Use of Nontraditional Classroom Components in Development Programs 21
The Role of the Artist 21
The Role of Emotions 22
The Role that Program Configuration Plays in the Effectiveness of Nontraditional Components 23
Transferability 24
Art and Leadership 24
Note 27
References 29
Appendix A: LeaderLab Program Content and Structure 31
The LeaderLab Model 31
Learning to Learn and a Sense of Purpose 32
Program Structure 32
Intervention over time 32
Program activities in an action-oriented leadership program 33
Multiple sessions 33
Process advisor 33
Change partners 33
Diversity of participants and trainers 34
Traditional learning activities 34
Nontraditional learning activities: art, acting, and sculpting 34
Appendix B: Conducting the Touchstone Exercise 36
Introducing the Exercise 36
Facilitating the Exercise 37
Debriefing the Exercise: Sharing the Story 39
Practical Considerations 39
Physical space 39
Exercise preparations 40
Suggested materials 40
Construction materials and tools 41
Packing materials 42
Packing 42
Appendix C: Touchstone Stories—A Sample from One Group 43
Appendix D: Examples of Artistic Methods Used in Organizations 58

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Making Common Sense: Leadership as Meaning-Making in a Community of Practice, CCL Press, 1994
Wilfred H. Drath and Charles J. Palus

This report suggests that leadership can be looked at as a process in which people engaged in a common activity create shared knowledge and ways of knowing.

Table of Contents

Making Common Sense: Leadership as Meaning-Making in a Community of Practice, CCL Press, 1994

Acknowledgements vii
Preface ix
Introduction 1
Discussion of Terms 7
People in Positions of Authority: A New View of Five Concepts 13
Implications: So What Is Leadership Development? 21
Conclusion: Changing Constructs of Leadership 23
Bibliography 26

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