Leadership talent can be a scarce commodity in organizations without feeding and caring in the form of investment and coaching. When you consider that frequently supervisors, managers are not formally trained; rather they’re promoted then must learn on the job and either sink or swim. The survivors are typically rewarded with increased responsibility, occasional off-site developmental conferences, and periodic performance feedback until they fail or hit their capability maximums. Those who stumble along the way may receive formal coaching in the hopes that they can be fixed. Those who hit their capability maximums are retained until or unless they’re seen as blockers to the advancement of more junior leaders.

This suggests that frequently it’s the survivors not the most talented who become leaders in organizations. In most organizations the most valued assets are its people - its human capital. Think of how much better the quality of leadership in organizations would be if we, first, selected and subsequently prepared supervisors and managers to become successful leaders rather placing precious human capital in untrained hands. Then, second, continue the investment in our leadership talent through an internalized, formal continuous learning and development process.

The steps for success in identifying and developing talented leaders are:

• Identify the key leadership competencies critical to success in your organization.

• Assess each leader’s strengths against the organization’s key leadership competencies and identify the gaps.

• Develop a Personal Development Plan (PDP) with 1-3 goals with corresponding actions, metrics and timelines to address the leadership competency gaps.

• Develop an assessment process to rank leadership talent in terms of performance and potential into three groups, i.e.,  Top, Solid or Decision Needed, a 9 Box tool works well. The Top Talent Group are leaders who are ready for promotion now or soon; the Solid Talent Group are leaders who are either well placed or need specific development to be promotable in the future; while the Decision Needed Group are leaders who may have maxed out in capability and may need to be moved.

• Develop an internalized Succession Planning Process to identify potential successors to key leadership and/or executive positions. Then allocate leaders in the High Talent Group as potential successors for key positions in the succession plan. Consider allocating leaders in the Solid Group to the succession plan if appropriate.

• Provide coaching and ongoing support to leaders in accordance with development needs captured in their respective PDPs, performance appraisals and the succession plan.

• On a quarterly calendar year basis review the readiness and opportunities for leaders in the succession plan to be moved, i.e., promoted or moved laterally, into positions that will provide growth, development and preparation for more responsibility.

• Continue to invest in leaders’ growth through the active use of the organization’s leadership development process even in difficult economic times. Typically organizations reduce development budgets; the irony is that leaders need even more development to help them successfully navigate through challenging times.  Finally, consider allocating more leadership development dollars to the Top Leadership Group and fewer to the Solid Leadership Group based on readiness.

Bob Corbett

From time-to-time leaders will need to celebrate the successes of teams and individuals for accomplishing important organization goals. Awards can be in non-cash and/or cash forms. The timing can range from spot awards (immediate recognition for an accomplishment) to quarterly, semi-annually or annually. The recognition of success can be an institutionalized or an interim practice. Finally the range of simplicity can range from a pat on the back to a formal planned event, e.g., at a resort hotel.

Sample Non-Cash Awards

• Off-site group recognition event recognizing all contributors with special consideration for contributions above and beyond.

• Formal recognition by the leader at a staff or all hands meeting.

• A personal congratulatory call from the leader and/or member of senior management.

• A certificate of acknowledgment or plaque.

• Use of a company parking space.

• Additional paid time off from work.

Sample Cash or Cash Value Awards

• Spot cash award in the form of a check (consult the tax code for limits).

• Gift Certificate for purchases, travel or hotel stay (consult tax code for limits).

• In technical organizations consider issuing research grants for individuals or teams who’ve made key discoveries.

The leader of a team is like the conductor of an orchestra. An orchestra is an example of a diverse group or team with a common goal - to make beautiful music together! The orchestra consists of many different and talented members playing a variety of  instruments and sometimes with different interpretations of the music to be played.

The conductor’s objective is to lead and unleash the Best talent of orchestra members to create the ultimate musical experience for the audience and a high level of satisfaction for members by:

• Integrating multiple talents and instruments into one sound.

• Creating a safe, creative space for members to question and express their talents.

• Facilitating creative thinking by challenging members’ typical interpretation of the music played.

• Creating a sense of commitment and connectedness.

• Providing the opportunity for both collective and individual satisfaction.

So the question is: How can leaders of organizations effectively unleash the Best in their teams to achieve important objectives? The Best ways to unleash the Best in team members are to:

• Create a supportive environment by developing a working relationship based on trust and commitment.

• Assess their strengths, interests and needs.

• Coach them on ways to leverage strengths.

• Set a clearly communicated vision and expectations.

• Develop alignment around team goals, plans and their execution.

• Encourage creative thinking and insights by challenging traditional/typical thinking.

• Ensure nothing’s left unsaid by encouraging healthy debates, collaboration, and accountability for important team goals, plans and processes.

• Be willing to actively listen and be influenced by the perspectives of members.

• Within the context of agreed upon team goals allow individualized approaches to getting things done.

• Celebrate successes.

The Corbett Group provides comprehensive strengths and needs assessments along with development coaching to leverage the strengths of leaders and their teams. Additionally, we work to improve team alignment around goals, plans, actions and metrics and gain ownership and commitment by team members for their accomplishment.

Bob Corbett

Bob Corbett