Working to Improve the Leaders of Tomorrow
Always looking for ways to improve leadership, these are the biggest problems we’re trying to solve right now.
DIY Development
These days, organizations more often than not put the responsibility of your development on you. There might be systems in place, such as formal 360-degree assessments, or mentoring and coaching programs, or cross-functional assignments. But it’s up to you to take advantage of them.
To ensure you have tools and knowledge you need to grow is CCL’s continuing work. Our On-Demand Leadership project, for example, aims to give you answers or guidance in the moment. The journey to becoming the leader you imagine yourself to be is yours. Our job is to make sure that when you go it alone, you’re not just following a map — you’re leading an expedition.
Enabling Leadership at All Levels
A continual churn of world events disrupts familiar patterns. Once isolated singularities are now interconnected, wickedly complex, and dramatically significant. CCL’s mission to develop leadership for the benefit of society worldwide reveals a profound insight: benefit doesn’t flow to society from what we learn and teach, it is the source of those things.
We press the lessons of leadership and its development broadly — across differences, up and down hierarchies, within each human to the best of their ability. Projects like ELLA employ AI and CCL’s deep stores of research and practice to provide answers and guidance for handling the vexing complications of everyday leadership, wherever you practice it.
Leadership in Times of Uncertainty
Nobody needs to tell you that you’re working faster, with less. Boundaries between work and other parts of your life hardly matter — they even seem quaint. You might remember a time when the challenge of the unfamiliar engaged you with a quiet thrill as you found the abilities inside you to take on the unknown.
The way out is in. Learning to learn, seeking challenges not to survive but to thrive. Moving from experience to application and back again with agility and an appreciation for paradox and its lessons. Only then do we discover we are not objects in a sea of change, but bodies in relation to other bodies, and that the elements of leadership lie in the connections among us. The tools we carry with us become the tools we gather in our journey, always ready to hand and equal to the task.
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