Reinvigorating Internal Leadership Development
What it means to be a leader, how one should lead, and even who can be recognised as a ‘leader’ within the context of organizations is evolving.
We’ve had the Commander-in-Chief, we’ve had the Servant Leader, and we’ve had the Genius-Visionary-Leader (sometimes alarmingly reminiscent of the Commander-in-Chief).
The discourse is moving away from hero-worship and the concentration and use of power, and away from stories that tell only of the dazzling exploits of the C-suite as the driver of organizational excellence.
As flattened hierarchies become more prevalent, people across the organization can identify and be identified as leaders.
This new organizational reality supports new leadership archetypes, including the Leader-as-Coach-and-Mentor and the Collaborative-Leader. Organizations are beginning to recognize the value of adopting these newer models at all levels, including the C-suite.
A recent survey of 884 CEOs from around the world observed that 92% of respondents who lead outperforming organizations “report that their C-suite works in a collaborative and collegial way.” – IBM 2014 Global C-suite Study
What the Research Says
The conference board CEO challenge® 2013 – Organizational leaders are recognizing the importance of training and development programs for growing future leaders internally. This survey of 729 CEOs, presidents and chairmen across the globe identified Human Capital as the #1 global challenge. To address this challenge, “Grow Talent Internally and Provide Employee Training and Development are the only two Human Capital strategies that rank in the top five of every sector.”
Boyatzis (2009) – Research published over 30 years has identified 14 core competencies that differentiate “outstanding leaders, managers, advanced professionals and people in key jobs” from average performers. Only two of these competencies are cognitive – the remaining twelve are emotional and social intelligence competencies.
Boyatzis (2008) – These researchers also demonstrated that training for these competencies can result in a dramatic measurable improvement in leadership effectiveness in comparison to training for analytical competencies alone.
Are you focused on identifying, engaging, developing and measuring your talent?
“…I want to make sure right now that we are internally building capacity. So it is very important to me, for us, to get better at identifying the right talent, growing that talent, making sure that talent stays with us, that they’re highly excited and full of zest about what we do, and that they’re modelling the behaviors we need…” – George Barrett, Chairman and CEO, Cardinal Health, reported in The conference board CEO challenge® 2013
Our coaching services, training programs, and competencies-based measurement tools can help you turn your strategies for Growing Talent Internally and Providing Employee Training and Development into a progressive leadership development pipeline.