Make no mistake – developing leaders, for current and future management needs – is a difficult proposition under the best of
circumstances. Selection, investment, timing, resources... lots of moving parts, lots of things to potentially go wrong.
Now, try doing that blindfolded with one arm behind your back. That's similar to what we're facing in developing today's
(and tomorrow's) leaders. Not sure exactly where we're going, or maybe even where we want to go, and equally unsure of the
resource investments for doing this right.
Tough decisions. That's why we pay leaders more. Here's some thoughts that may help take a difficult, sometimes intangible topic and bring it closer to ground level.
The beginning stage – creation, if you will – of leadership development efforts is where success or failure is actually
determined. Implementation is simple, as is (generally) curriculum development.
The how and why are easy; the tough part is what? I’ve got leaders (and potential leaders), I’ve got the resources to
apply (or made the decision regardless), what skills, then, do we “develop"?
- It’s not the economy, stupid.
Yes, current events and environments matter, to some degree. But don’t let a full development plan be overly influenced by current, uncontrollable events, or fads created by some renegade consultant or academic hawking a new book. The only things that really matter are those that directly and specifically impact your organisation.
- Don’t ask, don’t tell.
Don’t ask potential participants “What do you think you need?” They don’t actually know, from an organisational perspective. Speak to and interview those leaders’ boss if you want to know what behaviours work.
Those folks feel the pain of under-developed leaders. Discover what behaviours they wish their subordinates had, and why it would make a difference.
- Line ‘em up!
This is crucial: make sure that any leadership development efforts align closely with business goals and objectives. If we missed some of those objectives last year, what behaviours caused us to do so?
If we have big, honkin’ goals for the future, what skills and behaviour will our leaders need to reach them? These are the things that matter.
And don’t forget – any effort like this requires some metrics in place to determine success. Before and after snapshots can help show “change,” as well as available business measurements.
Leadership development is crucial, though not necessarily difficult. Stay focused on what matters, avoid hype and fluff, and showcase the results.
Everyone wins…
Author Credits
Kevin Berchelmann, Triangle Performance. Described as a Human Capital Expert by The Harvard Business Press, Kevin Berchelmann helps new managers at private equity, Fortune 500 and small to medium sized businesses become top leaders that deliver results. Now you can get access to his FREE 'At C-Level', cutting edge newsletter at www.triangleperformance.com/articles/newsletter/register/ and instantly receive this FREE SPECIAL REPORT: Survey of Senior Executives