 |
 |
|
Read one of these past issues for Insightful tips:
|
|
|
 |
|
|
|
Developing the Leadership Pipeline - The Purview of the Fortune 100?
by Dave Brookmire
December 2004
Many of our clients "are kept up at night," concerned about the next generation of leaders for their company. While the recent succession planning process at Coca Cola was public, entertaining, and insightful, leadership development in the small and mid-sized companies is just as critical to their shareholders! Is the development of leadership the purview of the Fortune 100 companies so prominent in the media, Fortune Magazine Lists, and Business Week Best Seller List? Absolutely not! While size helps, the research, technology, tools, and best practices can be translated into actionable steps for any sized company concerned about developing the next generation of leaders or the next C-level executive. Decades of research on leadership development have been translated into very affordable and practical tools to help companies in the development of leaders regardless of the size of the enterprise.
We offer the following suggestions for the development of your leadership pipeline:
- Identify the leadership requirements - The good news is that there is a finite number of knowledge, skill, abilities and traits that make up leadership. Over the years, these have been outlined in detail by researchers, authors and practitioners. All the last decade showed us was how various leaders acted out the competencies in their unique circumstances (e.g., Welch, Bossidy, Giuliani, etc.). The "art" in development comes into play as to what constitutes the right competencies in the particular work culture, industry, current role and future role requirements. Leadership competencies generally fit into the categories of Knowledge (e.g., Industry, Market, etc.), Cognitive Abilities (e.g., Intellectual Horsepower, Strategic Planning, etc.), Interpersonal Skills (e.g., Positive Relations, Conflict Management, etc.), Personal Traits (e.g., Flexibility, Energy Level, etc.), Execution Skills (e.g., Planning and Organizing, Managing Work, etc.), Motivational Abilities (e.g., Empowering, Developing Talent, etc.), and Moral Characteristics (e.g., Integrity, Honesty, etc.). Some companies decide to "make" and others "buy" the competency model for their situation. A host of well researched commercially available models exist at your fingertips (e.g., www.ccl.org, www.lorenet.com, www.personneldecisions.com).
- Outline the required and desired leadership behaviors - Once the specific competencies are identified, the next step is to outline the desired behaviors that demonstrate proficiency. For example, a behavioral statement, "Finds creative and innovative options or opportunities that others miss," is illustrative of the Cognitive Abilities competency area. The key benefit for having the specific behaviors and skills outlined is to illustrate to the executives what the expectations are for success and what the desired "end style" looks like.
- Measure individual effectiveness - The most common measurement tool today is the 360 degree survey. Supplementing the survey with individualized assessments, observations, and specific behaviors creates the richest and most accurate assessment. Again, there are hundreds of 360 degree surveys that exist for companies, depending on the competency model you "make" or "buy." Companies can develop customized 360 degree measurement tools very economically with the availability of vendors and technology.
- Commitment to change - This step is often assumed and therefore, left out. Changing "overused strengths" that have become weaknesses or liabilities in new roles is hard work and concerning to successful leaders. However, if the commitment lacks the next step is not useful for further investment.
- Development of competencies - Outlining the specific actionable behaviors and skills that need to be developed, along with an action plan showing how and by when, is critical to success. Competencies are developed through modeling and practice over time. Some companies supplement the boss's role with internal and external coaches to facilitate the development of the competencies. There has been a lot of research that demonstrates leadership is developed mostly outside of the classroom. Combinations of classroom, readings, special assignments, mentoring, and other methods typically show up in a well thought out development plan. The particular development strategy chosen is a function of the competency, skill level, individual's role and preferences, company culture, supervisor's coaching skills, and other key elements.
Leadership development is big business, with billions of dollars spent in this area. Companies, large and small, consider this as a key driver in success. A search of the world wide web identified 8.3mm hits that have "leadership development" in the site. Just remember, leadership is developed one leader at a time.
Dave Brookmire, President
Corporate Performance Strategies, Inc.
3340 Trails End Road
Roswell, GA 30075
Phone: 770-587-2265
dbrookmire@cpstrat.com
www.cpstrat.com
|
|
|
|
|
