Like most leaders, you are probably concerned about attracting, cultivating, and retaining good talent. You want to be confident that the right capabilities are on hand now and in the future. And along with that you want to ensure that people are growing, that they will be prepared to take on greater responsibilities and to do it in a way that provides the organization with high value. So what’s the right approach? Best practices include:
- Defining expectations at each level of leadership
- Assessing potential using both objective and subjective tools
- And providing specific guidance on how to prepare for the special requirements for the next level of leadership.
For example, going from an individual contributor role to a first line supervisor is a big step, one that is very different from going from a functional manager to a division manager—each step up has uniquely different requirements. If you’re not differentiating these, then your leadership development is generic and won’t be nearly as productive. Also, generic leadership programs are heavy on theory. To make an impact, these programs need to be pragmatic and focused on delivering the business strategy. Develop an approach and tools that reflect your jobs, your leadership expectations at each level, and your business strategy.