Developing your next generation of leaders

Do you have a model of leadership competency needed for your business to succeed? If so, you are probably using it to shape the development of your next generation of leaders.

If not, you may be putting your business and your most promising people at risk as they navigate their way to becoming the leaders of tomorrow.

Many organisations struggle with building the depth and breadth of leadership talent they need for the future. They may have identified their best performers, carefully chosen some courses for them and developed a list of promotion opportunities.

But, somehow it doesn’t all come together and there may be a nagging doubt on the return on investment in time and effort.

So, how do you create the conditions where the people who can lead your organisation into the future can be nurtured and developed?

This may seem a simple question, but the answer is complex. Your organisation’s culture and way of operating, existing development practices and the aspirations of your people need to be taken into account.

Adults are motivated to learn something if it has value to them. Therefore, a program that will equip aspiring leaders with the skills they need to achieve their career goals will have great appeal.

Learning needs to be as practical as possible, providing tools and techniques for leading and managing that can be applied immediately. If the learning is delivered in a modular format so they can try out the skills and report back on progress, even better.

Our suggestions for engaging your leaders of the future in meaningful development are:

  • Use your business goals and challenges to define the capability future leaders need to succeed.
  • Devise a program that communicates and focuses on building this capability.
  • Select the right assessments to help participants heighten their self-awareness.
  • Design learning experiences that integrate seamlessly with the responsibilities and work schedules of the participants.
  • Assign participants to projects of significance to the success of your organisation.
  • Turn up the intensity of the learning by involving senior leaders in mentoring participants.
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What will be your leadership legacy?

It would be hard to find a successful leader who is unable to point to a person or people who guided their path through good counsel and encouragement. As you read this, you are probably already thinking about your own experience. Who helped you get to where you are today? What did they say or do that made a difference?

Leaders are often measured on how they shape the capability of the next generation of leaders as well as their personal achievements. So, are you helping others as you have been helped yourself? What do you think people will remember in years to come about your impact on their success in their careers? 

How will they describe your leadership legacy?

Of course, everything you do in managing your business and your people speaks volumes about your understanding of the way leaders develop. People build capability at work by taking on different jobs and learning from others. And, who better to guide them than experienced leaders who know and understand the intricacies of what it will take to succeed in their business and industry?

There are compelling reasons for organisations to tap into this valuable source of expertise. They face generational change and successors must be prepared for leadership roles. Economic conditions, lean organisations and pressures to perform mean that fewer people are doing more work, so sharing expertise and best practices are critical.

This is where mentoring comes in – a powerful process where the leaders of today are preparing the leaders of tomorrow. From an organisational point of view, mentoring is instrumental in achieving higher levels of employee engagement in three key areas:

  • development opportunities
  • career advancement prospects
  • trust in senior management.

Organisations worldwide recognize these benefits and some actively encourage mentoring through formal programs.  A growing trend is “reverse mentoring’ where a junior employee provides guidance to a senior leader, typically in areas of technology.  A double benefit!

 

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