Developing the next generation of leaders

Where are the next generation of leaders coming from? The need for a stronger, deeper leadership pipeline is nearly universal. CEOs in every industry rate leadership development in their top three priorities.

Although the task of identifying and developing high-potential leaders is nothing new, many organizations don't. Some are not sure what “high potential” really means. Others take a short term view and are not willing to invest in the development of their most promising leadership talent.

What do organizations need to do to develop the next generation of leaders?

1. Strong commitment

Developing the next-generation of leaders requires a strong commitment from the leaders of the organization. This includes:

• putting the greater good above the interests of individual business areas — for example, moving promising leaders to other parts of the organization in order to broaden their base of experience.
• enlightened governance by a dedicated group of decision-makers who are willing to tackle tough decisions — such as choosing the right people and defining compelling career paths.
• backing up decisions about development with adequate funding and action so they don’t get watered down.

2. Clear concept of what are they looking for in a “good” leader

While leadership at times may seem to be more art than science, there are key attributes that define good leadership. Some of the more frequently mentioned for the present and the next 10 years are:

• Communication potential. This includes power of persuasion and presentation skills, both in written and verbal ways. Effective conversations are the heart of leadership. Being adept at receiving, synthesizing, and clearly delivering information is also increasingly important.
• Change potential. Driving and responding to change; seeing opportunity in uncertainty; having a continuous improvement mindset; capability for driving transformational change.
• Intellectual potential. Thinking strategically, quickly and flexibly. Having an open mind that can think and operate on a global scale, as well as encourage innovation throughout their sphere of influence.
• People potential. Adapting to changing and complex interpersonal demands. Able to build and lead teams and to work collaboratively
• Motivational potential. Adapting personal drive and focus to perform well in new and changing contexts; motivated to keep a healthy balance of energy. Also able to motivate others.
• Spiritual potential. Personal integrity and ethical conduct based on deep values; knowledge and respect for what replenishes their core self.

3. A clear path for developing leaders

Part of the organization’s strategy should include the development of their top talent. It should be a well thought of plan that includes wide opportunities for education and for experience. Continuous evaluation and feedback is also highly important.

Remember. . .

The development of your current and future leaders is vital for the future growth and health of your organization. Take time to identify and evaluate people who possess at least some of the key attributes mentioned above. Then focus your development efforts on them. Investing in these people can secure a better future for your organization.

Photo via Flicker by Thangaraj Kumaravel