This video is an excerpt from an interview conducted at the Monfort Institute, University of Northern Colorado, 2010.
Highlights
- Reflection is a key leadership activity for leading successful organizational transformation.
- One of the things that struck us was just how reflective the CEOs who led successful transformations were.
- They seemed to spend more time reflecting on their experiences and results and adjusting their behavior than other CEOs we have worked with.
- However, they didn’t always enjoy the process. When they received the feedback report on their organization’s assessment, some of the CEOs experienced an emotional cycle like the Elisabeth Kubler-Ross grieving cycle: denial, anger, bargaining, depression, and acceptance.
- This tendency for reflection seems to be supported by a common characteristic they all have – they are humble and confident. You’re not inclined to learn much if you think you know everything.
References
The concepts presented in the video are from my CEO Leading Transformation research. For more on these concepts, check out the two papers that describe and discuss all the concepts included in the leadership framework.
Latham, J. R. (2013a). A framework for leading the transformation to performance excellence part I: CEO perspectives on forces, facilitators, and strategic leadership systems. Quality Management Journal, 20(2), 22.
Latham, J. R. (2013b). A framework for leading the transformation to performance excellence part II: CEO perspectives on leadership behaviors, individual leader characteristics, and organizational culture. Quality Management Journal, 20(3), 22.
