style, where speakers present 20 slides with 20 seconds for each, totalling 6 minutes and 40 seconds. McCarthy explained that this fast-paced style was becoming more and more popular across the globe, with conferences in more than 600 cities worldwide now using this style.
Natalie Pothier, EMA Director at the Centre for Creative Leadership (CCL), led the first plenary of day two, Leading beyond boundaries: Why collective leadership sets the trend. Pothier explained that what CCL does is not just academic research but anchored in real actions. Pothier shared that there has been a shift to collective leadership, where leadership is now a collective activity that emerges out of individual expertise and heroic action. The top five skills required for leadership in the future are self-awareness, adaptability, collaboration, network thinking, boundary spanning. Pothier asked the delegates to spend a few minutes to think about what the biggest boundaries are to training and development in our own organisations. One delegate suggested that stakeholder boundaries need to be crossed in order to achieve leadership excellence. Pothier closed the session by summarising our role in the future of leadership development, namely; creating support systems for leadership networking learning activities, focusing on vertical development in addition to horizontal, training leaders that foster networking, helping to create an interdependent environment for collective leadership, greater ownership of development back to people and leveraging the younger generation who are used to social networking.
Dr David Clutterbuck’s plenary If succession planning works... was highly informative, engaging and entertaining. His new book, out in August, which has taken 5 years of research, asks that if succession planning works, then why do the wrong people so often get to the top? He went on to ask why is the diversity at the bottom of the organisation not reflected higher up? Clutterbuck shared his six key talent challenges; the most talented people are under siege from other organisations,
many people who have the intellect and the behavioural skills to become part of the senior level talent pool choose not to, organisations often do not know who their really talented people are, the psychopath who achieves results through fear and manipulation is still more likely to get into the talent pool than the participative, charts and tables do not reflect the complexity of the interface between the organisation and its employees and that employees and organisations are generally not very honest in their discussions about succession planning issues.
Clutterbuck also shared his 20 reasons why
succession planning does not work. In defining leadership, he explained that after thousands of management studies over the past 100 years, we are not much the wiser, as however we define it today, tomorrow it will be different. Delegates warmed to Clutterbuck’s statement that people only belong in boxes when they are dead!
Dr Spencer Kagan delivered his second plenary before lunch on day two, with another amazing session on Brain-friendly teaching: brain science to improve training techniques. Kagan again introduced some of his learning techniques, including; the rally interview, the celebrity interview and the timed pair share. He also explained the power of processing and subjects including the brain’s amygdala.
The afternoon sessions of day two saw workshops covering such diverse topics as on-boarding, using psychometric assessment as part of management development, unleashing your full potential, ethical behaviour, talent management and creative methodologies for learning. All the sessions were very well attended by the delegates who enjoyed speakers including Dr Renate Scherrer, Annie Coetzee, Hannalie Barao, Penny Milner-Smyth, Leigh Wallace, Di Kock, Eugenie Grobler and Dr Letitia van der Merwe. Management Today magazine will be featuring articles from all of the speakers over the next few months.
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