Leadership Series

Part II-Who Should Develop YOUR Leaders?

Demographics and the Pending Leadership Void

In previous issues we talked about the many reasons "Why" you must be concerned – now – with developing new leaders. No matter what the size of your organization.

Reason number one — the most over-riding — is the pending mass exodus of the "baby boomers" from the workplace. The very founders... the movers and shakers... of corporate America since the 60's will no longer be available. Their store of knowledge, learned through hands-on experience over the years, will be gone too soon.

Other factors contributing to the upcoming leadership void include "right (down) sizing" of corporations in the 90s, leaving fewer qualified succession candidates. In addition, many organizations migrated towards autonomous work teams. Resulting in lots of technological reporting ability, but no skilled group of supervisors who know how to run the division and make critical decisions – with or without technical data.

Finally, over the last few years most corporations have put more emphasis on surviving a rough economy. A case of time and priorities. Resources were directed at productivity and propping up the bottom line. There was, predictably, not much time or emphasis on planning for the long term.

How do your future leaders learn how to lead?

Today, when you mention "Leadership Development" to most executives, they will tell you their organization has a formal plan. A program that chooses, teaches and brings potential leaders up through the organization in a systematic manner.

There are guidelines dealing with the qualities they look for in a candidate for corporate (or departmental) leadership. And specific principles of leadership, characteristics and skills that should be present in a leadership candidate.

Additionally, those with charisma, listening ability and the talent to draw people out have been cited as appropriate candidates for promotion up through the ranks.

Leadership Development by the HR Department

Traditionally, the responsibility for general leadership and employee development falls to the Human Resources Department. The HRD professional provides training and development services to corporate leaders, the "client." They take direction from senior leaders, then design programs to meet the requirements. They have the ability to use resources from the inside and outside...with programs usually designed for professional facilitators. And they can be very successful training people to manage a function, a department, a team.

Senior management, as the client, supports the HR efforts, yet most often does not get involved in the leadership development process.

Leadership Development through the Corporate University

This great concept is an effective way to set up an efficient venue for training programs. A learning center can be staffed with skilled facilitators who deliver formal classes based upon the curriculum requested by senior management.

The scenario, in many cases, is that leadership candidates learn management principles, or leadership techniques developed by professionals. Or they study how to be a leader in a book written by an "expert" in leadership. Yet not really learn essential insights into your corporate dynamic and how to run the company.

Knowledge Transfer for More Effective Leadership Development

What is the corporate dynamic... and why is it important for the continuing health and growth of the enterprise? Look at those who founded the organization and helped it grew. The successful corporation of the future will need leaders with the same commitment and vision as those who built it and made it successful. Where have we been and where are we going? The knowledge so critical to the whole is locked in the heads of the few. Transferring that knowledge to the next generation of leaders is paramount to future corporate health.

No corporate leader will argue with the fact the company's processes and operational details need to be thoroughly documented in all areas. This is the only sure way to insure quality and continuity. Yet they spend little, if any, time documenting how to run the business successfully.

Where will your leaders of tomorrow learn how to run your company? Aren't the best ones to teach them your current corporate leaders? The most successful in your company? If you want leaders with a sense of the business, and of how to make it work better, then turn to those who know.

Leader-Led Leadership Development ™

By turning – now – to those who have the experience and skills, and having them develop new leaders, you can facilitate knowledge transfer quickly and efficiently. Your next generation of leaders can learn not only how the company runs, but also why it was started, and what it has been through to get to this point. The corporate culture taught by those who developed it.

Leader-Led Leadership Development™ is a type of knowledge transfer that can help you avoid the upcoming leadership void. It requires the HR professionals to set up and coordinate it ... and the buy-in of senior leaders.

When senior leaders make training a high priority, they become accountable and responsible for leadership development. Initially they may not feel they have the time, yet we've found developing their own successors can be one of the most rewarding and effective responsibilities a leader can assume. Some senior leaders feel it is the most important part of their job ... and their legacy.

In future issues we will discuss further insights, tools and resources that can help you address these needs and unleash the leadership talent in your organization.

Email us at info@questcorp.com. Or call 1-800-481-2914.