LEAN IN

Network Leadership
Development Program
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About the Center for Creative Leadership

The Center for Creative Leadership (CCL®) is a top-ranked, global provider of leadership

development. By leveraging the power of leadership to drive results that matter most to clients,

CCL transforms individual leaders, teams, organizations, and society. Our array of cutting-edge

solutions is steeped in extensive research and experience gained from working with hundreds

of thousands of leaders at all levels. Ranked among the world’s top providers of executive

education by the Financial Times, CCL has offices in countries worldwide.

WORLDWIDE

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SOCIETAL
ADVANCEMENT

SINCE 1970, our mission has compelled us to improve the understanding, practice, and development of
leadership at all levels for the benefit of society worldwide.

Our passion and our mission is to make the world a better place through more effective leaders and
leadership.

CCL’s Societal Advancement group works with individuals, organizations, philanthropists, and communities
around the world that share our genuine sense of purpose and unwavering passion to improve the human
condition.

As a nonprofit organization, we are relentlessly driven to help you achieve your goals.

That’s the spirit we bring to every engagement — and share with every participant and partner. For us,
leadership development is more than a mission. It’s a calling.

WE SHARE YOUR DESIRE TO IMPROVE THE WORLD. We understand your passion — and how you work every
day to overcome the limitations and challenges that get in the way of creating the meaningful change you
seek. Together, we can be even stronger in our quest to improve the world.

We work with individuals and organizations worldwide who believe leadership development is an investment
that helps create sustainable change. We readily embrace the opportunity to work with any organization that
sees leadership development as a means to deepen their impact.

Develop your leadership capacity. Deepen your impact.

EVERYONE WORKING IN THE SOCIAL SECTOR WANTS TO MAKE A DIFFERENCE. By enhancing the leadership
capacity of individuals, organizations, and communities, you have the opportunity to create systemic and
sustainable social change.

The benefits of effective leadership do not end when the program is over. Growth and development continue
to resonate and expand outward, affecting not only the individuals in the program, but also each of the lives
they touch and change as a result.

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Program Overview
The Network Leadership Development Program is a 16-week learning experience that
provides leaders with the insights needed to make purposeful choices to expand their
individual impact on their organization and communities. The program is highly interactive
and designed to have immediate and practical application to build confidence and navigate
strategic leadership challenges. It builds on maximizing personal leadership power to
accelerate influence across the enterprise to gain strategic results. The program is a candid,
exploratory, and human-centered experience that tackles provocative and timely issues
facing high-potential leaders who are ready to rise to the next level of leadership.

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Learning Objectives
• Amplify the collective power of broad, diverse networks
• Strengthen and leverage authenticity and credibility to gain trust
• Develop leadership skills and prepare for career acceleration
• Leverage the support of peers to work through critical leadership challenges
• Drive conversations and practices that promote equity, diversity and inclusion
• Build a network of ambassadors to retain and advance women in organizations

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KICKOFF
SESSION

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Inclusive Learning Agreements
1. Be present and honest; speak your truth
2. Take space and make space
3. Lean into discomfort, and lean into each other
4. Listen with an open mind; commit to non-closure
5. Embrace paradox
6. Seek intentionality, not perfection
7. Ouch! and Oops!
8. Respect confidentiality

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CCL Learning Accelerator (CLA) Platform
Accessing Your Learning Platform Account
• Watch for an email invitation from CCL Support:
support@[Link]
• Email subject: Lean in Network Leadership
Development Program
• Please check your spam folder if it does not arrive
in your inbox.
• Click the first link in the email to set up your
account, or copy and paste the URL into your
browser.
• Chrome or Firefox are the preferred browsers.

Logging In
• You will be directed to the URL: [Link]
• Bookmark this page
• Your email address will be pre-populated
– Please don’t change your email on this screen! You won’t be able to
access your assessments if you do.
• Create your password and click “Sign Up”
• You will then be logged in and taken to the Learning Platform.
• Click “Begin” to start your journey.

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LIVE ONLINE SESSION 1:
THE WORLD
OUTSIDE

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LEADERSHIP LANDSCAPE
Learn how to lead effectively in a VUCA environment (Volatile, Uncertain, Complex,
Ambiguous) by exploring the external challenges facing your organization; identifying
the needed leader capabilities; and understanding the organizational and individual
barriers that certain leaders face within the organization.

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Critical Challenges
Taking into consideration the external environment and internal/organizational demands, what are the critical
challenges you envision for your industry/organization in the next three to five years?

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Capabilities
Considering these challenges, what do you think are the required capabilities or perspectives to be
effective as leaders?

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Barriers
From your perspective, what barriers or specific leadership challenges do women face in your organization or
industry? Are they the same for men?

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Notes

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Notes on Key Leadership Challenge

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LIVE ONLINE SESSION 2:
INCLUSIVE
LEADERSHIP

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How do we define Equity, Diversity,
and Inclusion?
Equity - Fair and contextually-appropriate access to the resources and
opportunities required for every individual, group, organization, and
community to attain their full potential.
Diversity - Collective blend of characteristics, values, beliefs,
experiences, backgrounds, and behaviors among individuals, groups,
organizations, and communities.
Inclusion - Full, meaningful, and authentic participation of, and
investment in, every individual in a group, organization, or society.

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What is in the EDI Ecosystem?

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REAL™ Framework

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 Leadership is a
social process
that enables
people to work
together as a
cohesive group
to produce
collective results.

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Leadership Outcomes:
Direction – Alignment – Commitment (DAC)™

Direction
Agreement in the group on overall goals
Alignment
Coordinated work within the group
Commitment
Mutual responsibility for the group

LEADERSHIP
Leadership is a social process that enables people to work together
as a cohesive group to produce collective results

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Activity: Social Identity Mapping
Plot your identities based on:
– Extent to which identity is given/chosen (X-axis)
– Extent to which the identity is relevant at work/home (Y-axis)
* You will be sharing this map. If there are any identities that you don’t want to share, please simply
put an “x” to mark the location of private identities.

List your social identities (this list is just for you)

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 Map Your Identities

Given Chosen
Personal Life
Workplace

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Drivers for Leading Inclusively
Three Drivers
• Connection
• Courage/Vulnerability
• Resources/Investment

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Connection
• A link or interdependent bond
that is formed between two
people.
• The intention of the
connection is to strengthen,
encourage, and improve the
bond.

Connection as an
Inclusive Leader
• Pays attention to the
group dynamic
• Leverages the diversity within
their group
• Listens effectively
• Shifts frame of reference
• Knows individuals deeply

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Courage/Vulnerability as an Inclusive Leader
• Self-awareness to identify and reveal one’s own limitations
• Humility to seek input and ask questions
• Challenge others’ ways of thinking

Designating Resources as an Inclusive Leader

• Applies strategic initiative
• Recruits allies and supporters
• Manages performance effectively
• Uses foresight of including others who may have specific needs to ensure belonging

Types of Resources/Investment
• Time
• Healthcare
• Legislation
• Financial
• Talent
• Education
• Support
• Policy Changes
• Voting

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Notes

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LIVE ONLINE SESSION 3:
THE WORLD
INSIDE

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My Burn Bright Blueprint
1. What gets in the way of my best, Burn Bright self showing up?

2. This is MY most common Inadvertent Vicious Cycle – the one I need to avoid to fend off my worst self and
avoid burnout.
Inadvertent Vicious Cycle: A few seemingly harmless habits that, when taken together, spiral you toward burnout and away from your
best self. Example:
1. I don’t get enough sleep.
2. Then I don’t make it a priority to be with other people and end up rushing through a crummy lunch.
3. Then I have an even bigger afternoon energy dip.
4. Then I eat candy and consume caffeine to keep up my energy instead of moving.
5. Then I can’t get a good night’s sleep.
6. Repeat the cycle the next day.

3. When I’m approaching burnout, what are some words that describe me?

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4. When I’m “Burning Bright” THESE words describe me and my impact on others:

5. What is my cue to check my energy level during the day? How about a reminder to check in with my team?

6. Two favorite energizing songs I can keep handy for a quick recharge are ________________ and
________________

7. What is one thing I can actually do during the workday to GET MORE MOVEMENT in the next 2 days?

8. What is one thing I can actually do during the workweek to GET MORE REST?

9. I’m putting gratitude time on my calendar to write notes of thanks to these 4 people over the next 2 weeks:

10. This is my Virtuous Cycle – the 2-3 interlocking, recharging behaviors I’m most likely to maintain as a
daily routine/ritual.

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11. If I only have 4 minutes of “Time Confetti” I can ______________________ for a short but impactful
recharge

12. I will bring this Burn Bright tactic to my next meeting.

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Some Tactics
(What do you already do?)

PHYSICAL MENTAL INSPIRATIONAL EMOTIONAL SOCIAL

Movement Mindfulness Purpose in work Cognitive Connection

Green Exercise Meditation Prayer Reappraisal Hugs (when
Sleep Deep Breathing Volunteer Savor positive appropriate)
emotions Fun/Play
Naps Coloring Rest
Cultivate awe Talk to a friend
Hydration Puzzles Nature
Gratitude Ask for help
Nutrition Single task Reflection
Music Take a class
Gardening Knitting/Hand Sparking joy
work Humor Cooking
Movies/Books
(empathy)

Build a few small mutually supporting habits

which create a VIRTUOUS CYCLE.

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LIVE ONLINE SESSION 4:
LEADER
ROLES

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Effective Leadership
Direction • Alignment • Commitment
Direction
and Alignment without
Direction and Commitment without Alignment: Commitment:
Buy-in but uncoordinated Coordinated, facing the same way
• Competing for resources but lacking momentum
• Failure to agree on deadlines and ways of working • Promises without delivery
• Nobody “walks the talk”
• Only easy things get done
• Failure to progress

Alignment and Commitment

without Direction:
Willing cooperation - lacks purpose
• Inertia
• Running in circles
• Teams going nowhere fast
• Everyone heading in different directions

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DAC Leadership Framework

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Notes

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Leader Versatility

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The
TheJohari
Johari Window:
Window:
The Johari
Managing Window:
Information
Managing Information about
about YOUYOU and perceptions
and perceptions of you asof you as a Leader
a Leader

Managing Information about YOU and perceptions of you as a Leader

You Feedback

Know
Know
You Feedback
Don’t Know

Don’t Know
Know

Blind Spot
Others

Arena (impact)
Know

Blind Spot
Others

Arena (impact)
Don’t Know

Private
Unknown
Don’t Know

(intent)
Private
Unknown
(intent)

Self-Disclosure Discovery

Self-Disclosure Discovery

Adapted from the model developed by Joseph Luft and Harrington Ingham.
© 2015 Center for Creative Leadership. All Rights Reserved. CVDMMDDYY

Adapted from the model developed by Joseph Luft and Harrington Ingham.
© 2015 Center for Creative Leadership. All Rights Reserved. CVDMMDDYY
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The Dimensions of Trust
• Competent • Sound principles
• Technically skilled • Honest
• Knowledgeable • Balances
• Successful track viewpoints
record • Reliable

• Cares about me and

my concerns
• Values our relationship
• Keeps confidences

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Trust Self-Assessment
Assessment
Identify a challenging work relationship that you are currently experiencing. Using the scale below, rate each
item to the degree that the statement is true for you both.

1 2 3 4 5
Never Occasionally Often Usually Always

Score (1-5)
Offer and welcome affirming and adjusting feedback.

Hold each other’s information/stories in confidence.

Honor group/partner decisions, and deliver on commitments.

Openly share intentions and wishes, along with anxieties and mistakes.

Demonstrate a preference for the partnership/group over individual agendas.

Rely on one another at a competence and integrity level, including asking for help.

Total:

Evaluation
• More than 23: Indicates a high level of trust in the relationship, suggesting the relationship has been
developed and cultivated over a long period of time.
• 18-23: Indicates a moderate level of trust in the relationship, suggesting trust is exchanged
situationally, or not consistently in a reciprocal fashion.
• 12-17: Indicates a mild level of trust in the relationship, suggesting the relationship is relatively new,
or has sustained one or more injuries (betrayal or violation of trust).
• Less than 12: Indicates a low level of trust in the relationship, suggesting the relationship is very new,
and/or has sustained at least one significant injury.

Reflection
Imagine the relationship with a high level of trust between you.

• How would it look different from right now?

• What kinds of things would we hear each other say?
• What would we see each other do?
• What is possible, in terms of what we could accomplish?

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Notes

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 DID YOU KNOW? Why Do We Avoid Giving
When it comes to Feedback?
feedback, we overestimate
our skills. Research
has shown that 62% of quiz
leaders rate themselves
highly effective at I provide timely positive feedback.
giving clear and honest Rarely Sometimes Often
feedback, although 60%
of employees said they I provide timely constructive feedback.
hadn’t received any
Rarely Sometimes Often
helpful feedback in the
last six months.
I give feedback in the moment.
Rarely Sometimes Often

TIP I help others understand the impact of their actions.

Rarely Sometimes Often
Don’t just increase the
amount of feedback you
I help others understand the intent and if their impact matches.
are giving, ask people if
your feedback is useful Rarely Sometimes Often
and how you might make
it even better. If you responded “Rarely” or “Sometimes” to three or more items, feedback
might be a good place to focus some of your leadership energy.
√ Share feedback quickly
and, if negative, in
private.
Naomi Eisenberger, a psychologist out of UCLA, has
√ Give both positive and
constructive feedback
shown that feeling socially excluded or getting your
and at different times “feelings hurt” activates some of the same brain
(allows someone to regions that are activated in response to physical pain,
focus on one message
at a time).
suggesting that social rejection may indeed be “painful.”
This might help explain why getting constructive
√ Give constructive
feedback, which can hurt people’s feelings, may feel
feedback by getting to
the point quickly and almost physically painful.
keeping it clear and
concise. We need to get better at delivering constructive
SO WHAT?

feedback so we can minimize “pain” and help the

person focus on what’s possible. We also need to
manage our emotions about feedback given to us
so we can leverage its true value.

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 “Criticism may not
be agreeable, but it is
necessary. It fulfills the
same function as pain in
the human body. It calls
attention to an unhealthy
state of things.”
-Winston Churchill

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High Impact Feedback Tool

ABOUT THE CONTEXT

S
SITUATION
I. Describe the situation.
II. Be specific. The goal is for the receiver to be clear about the time, place,
and circumstances.

ABOUT THE FEEDBACK RECIPIENT

BEHAVIOR

B
I. Describe the observable behavior. Keep it simple and descriptive.
II. Here’s what I saw and/or heard — what a video recording would capture.
III. Avoid judgment. Do not talk about what you assume the other was
thinking, or the motivation for the behavior.

ABOUT THE FEEDBACK GIVER, OTHERS, AND/OR RESULTS ON BUSINESS

I
IMPACT
I. Impact on you — what you thought and/or felt.
II. Impact on others — how others reacted. Keep it factual.
III. Impact on the results of the team, projects, and/or business.

pause

I INTENT
I. Inquire about the intention behind the person's behavior.

II. Is there alignment between the intent and the impact?

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 How to Give Better Feedback

feedback do’s my behaviors

=
• Ask permission to give feedback IMPACT ON
• Be specific about the situation OTHERS
• Describe the behavior (what would you
see on a video?)
• Acknowledge the impact of the
behavior
• Pay attention to nonverbal behavior
(body language, facial expression,
gestures, voice volume, tone, and
speed) my thoughts
and feelings
=
feedback don’ts MY INTENT
• Don’t delay or avoid talking about it
• Don’t be vague
• Don’t interpret, judge, or assume
• Don’t give advice unless requested

got empathy? why should you care?

In 2009, researchers from CCL and Florida Institute of • Positive emotions like enthusiasm,
Technology showed that displaying empathic concern (for hope, and interest, should help
example, “I really want you to succeed in this role...,” or “I employees act on negative feedback.
recognize how hard you are working and how challenging this
• Empathic concern can lead to more
is...”) coupled with constructive feedback can increase positive
effective leadership practices and
emotional reactions to negative feedback. Additionally,
have implications for leader career
empathic concern combined with high-quality, constructive
development.
feedback predicts leader promotability as evaluated by bosses.

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Personal Impact
[FEEDBACK]
ONE CHALLENGING + FOUR SUPPORTING = BALANCED FEEDBACK

Words describing POSITIVE Impact

Rewarded Satisfied

Friendly Hopeful Proud Welcomed

Engaged Content Important Impressed

Caring Challenged Generous Determined

Capable Agreeable Amiable Cheerful Appreciated Confident

Cheated Agitated Angry Anxious Disturbed Isolated

Envious Uncertain Betrayed Exhausted

Foolish Pressured Overwhelmed Rushed

Ambivalent Tense Skeptical Bored

Judged Restless

Words describing NEGATIVE Impact

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 Situational and Organizational Impact

Words describing POSITIVE Impact

Under Budget

Organized Productive Profitable Less Red Tape

No Bureaucracy On Schedule Integrated On Task

Efficient Effective Hiring Exceed Goal

Bonuses Collaborative Focused Competitive Safe/Secure Economical

No Bonuses Insecure Costly Over Budget Silos At Risk

Disorganized Off Schedule No Profit Off Task

Bureaucracy Ineffective Losses Unproductive

Inefficient Unfocused Attrition More Red Tape

Bureaucratic Noncompetitive

Words describing NEGATIVE Impact

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SBI Practice
SITUATION BEHAVIOR IMPACT
Anchored in a Time On You, Others, Task,
Observable Action
and Place or Organization

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LIVE ONLINE SESSION 5:
ACTIVATING
INFLUENCE

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 INFLUENCE
The ability to affect the behavior of others
in a particular direction
The use or expression of power
Influence tactics are specific approaches or behaviors
used to exert or “spend” power.

The Influence Process

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Influence Practice Scenarios
1. Another group has been repeatedly coming to your team with requests and questions that you
believe they should be able to handle internally. Your team complains that the other group doesn’t
understand the process and is using your employees as a crutch rather than learning the process for
themselves.

• You are influencing a manager in the other group to improve understanding within the group to
minimize the burden on your team.
• You are influencing your team to build perspective on where the other group is coming from and
stay focused on serving them as internal customers.

2. Your manager informs you of a significant change initiative that impacts your team but gives you
only a partial rationale.

• First, you are influencing your manager’s manager to share more information or to escalate your
questions to gather more information.
• Second, you are influencing your team to get on board with the initiative without having a
complete rationale.

3. Your top performing employee is frustrated that a perceived lower performing peer was given an
opportunity to rotate to a new position before them, and you heard the top performer is considering
quitting. You need this same top performer to take on a mentor role to train a new employee, and
you are concerned both factors may push them to leave the firm.

• You are influencing the top performer to stay at the firm and be a mentor; you hope they can see
the longer term versus focusing on what’s happening right now.
• You are influencing your manager to consider the top performer for a specialist opening within
your group.

4. Your manager has stated that you cannot hire anyone else for the remainder of the year. However,
based on your group’s workload and historical attrition rates you are confident your team will be
short two to three associates by January.

• First, you are influencing your manager’s manager to reconsider the hiring freeze.
• Second, assuming the hiring freeze is not lifted, you are influencing your associates to absorb the
additional work (while maintaining commitment levels).

* In all scenarios, the manager is whichever leader is the direct superior of the participant.

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Notes

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LIVE ONLINE SESSION 6:
LEADERSHIP
PRESENCE

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Your Brand Matters
Even if you have never thought about your brand,
YOU HAVE ONE.
Your brand creates opportunities for you…and possibly
limits your access to:
• Opportunities you want
• Opportunities that would allow your organization
to tap your full potential

Lean In

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Self-Monitoring

High self-monitors are more

likely to emerge as leaders.

Source: Graduate School of Business, Stanford University; School of Management, George Mason University. 2011. Reducing the backlash effect: Self-
monitoring and women’s promotions; Journal of Occupational and Organizational Psychology. Ibarra, H. 2018. The Authenticity Paradox.

Agency: Inform the Narrative

• Consciously attend to your story (rather than having
others define it without your input)
• Live it daily: Behave in ways consistent with your intent
• Limit “off-brand” behaviors. You’ve worked hard to get
to where you are today.
• You’ve worked hard to get where you are today
• Others need to see your value and relevance throughout
your career
• Your story makes you strategically visible; it lets people
know about your work and how it brings value

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Leadership Impact Statement
Activity
I am…(choose your descriptor/metaphor)

Intent: Pick
a starter…

Identity: I care about this…/I excel at this…/

Add power... I believe in this…/I was made for this…/
I am inspired by this…

As I lead, you should see me doing this…

Behavior:
What to
watch...

Impact:
Finish Strong! …so that I can accomplish this…

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Identity Map
Identity Map
Describe the core
aspects of your identity: Education: Genetics:

Family Background:

Life Events:

Beliefs:

Strengths:
ME
Sources of Inspiration:

Energy Sources:

Quirks:

Loves:
Other:

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© Center Leadership.
for Creative All Rights
Leadership. reserved.CVD070622
Reserved.
All rights
Leadership Impact Statement 12/1/2021

Activity

© Center for Creative Leadership. All Rights Reserved. PAGE 3 | [Link] | Network Leadership Development Program | 12/1/2021

© Center for Creative Leadership. All Rights Reserved. PAGE 4 | [Link] | Network Leadership Development Program | 12/1/2021

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Authenticity is a daily practice.
Choosing authenticity means cultivating the courage to
be imperfect, to set boundaries, and to allow ourselves
to be vulnerable; exercising the compassion that comes
from knowing that we are all made of strength and
struggle and connected to each other through a loving
and resilient human spirit; nurturing the connection and
sense of belonging that can only happen when we let go
of what we are supposed to be and embrace when we
are.
Authenticity demands wholehearted living and loving
— even when it’s hard, even when we’re wrestling with
the shame and fear of not being good enough, and
especially when the joy is so intense that we’re afraid to
let ourselves feel it.
Mindfully practicing authenticity during our most soul-
searching struggles is how we invite grace, joy, and
gratitude into our lives.
Brené Brown, PH.D.
Copyright © 2009 Brené Brown

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Notes

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LIVE ONLINE SESSION 7:
INFORM THE
NARRATIVE

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 I’ve learned that people will forget what you said,
people will forget what you did, but people will never
forget how you made them feel.
Maya Angelou

Hewlett’s Pillars of Executive Presence

Hewlett conducted a National (U.S.) study in 2012 consisting of a survey and focus groups involving over
4000 professionals, including 268 senior executives.

Gravitas (67%)
Communication (28%)
Appearance (5%)

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 What is “Gravitas”?

What is involved in
“Communication?”

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Notes

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Leadership Impact Reflections Page
1. Then & Now Story (share key learnings from the journey)
• “When I started this journey, I was…” (choose an adjective or short descriptor that
captures how you saw yourself as a leader, and provide brief context.)
• “Then, I…” (describe one key activity, assignment or event that caused a shift, and describe
what was meaningful about it.)
• “And today, I sit before you…” (give one new adjective or short descriptor that captures
how you now see yourself as a leader.)

2. Leadership Impact Statement

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Accountability Partners at Work
• Meet with peer learning group, bosses, direct reports, and trusted colleagues/mentors/coaches
(accountability partners!)
• Thank them for supporting you over the course of this journey
• Share 3-5 key learnings
• Declare and share your intentions and goals
• Get ideas for further development and reaching goals
• Share action plan; frame it as “Here’s what I’m hoping you’ll see.”
• Tell them you will circle back for additional feedback, and then circle back

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Notes

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CCL - Americas
[Link]
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[Link]/apac
+65 6854 6000
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CCL - Europe, Middle East, Africa

[Link]/emea
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[Link]@[Link]

© 2022 Center for Creative Leadership. All Rights Reserved. CVD070622