Hier erfahren Sie, wie Sie zukünftige Führungskräfte effektiv entwickeln und die Nachfolge in Ihrem Unternehmen planen können.

Identify Potential Early. Observe employees' strengths and leadership qualities to spot talent early. Encourage those who show promise and provide growth opportunities.

The first critical step in developing future leaders within your organization is identifying potential leaders. Look for individuals who exhibit a strong work ethic, a desire to learn, and the ability to inspire others. These are the employees who take initiative and show a keen interest in the company's broader vision. By encouraging them to take on new challenges and providing constructive feedback on their performance, you can help them expand their skill sets and prepare for greater responsibilities.

Mentorship programs are a powerful tool for leadership development, offering far-reaching benefits beyond immediate knowledge transfer. Pairing emerging leaders with experienced executives allows for the exchange of valuable insights and wisdom, fostering a deeper understanding of organizational dynamics. This relationship provides mentees with a safe space to ask questions, challenge their assumptions, and gain a nuanced perspective on decision-making processes.

Le mentorat est une opportunité unique pour le développement des compétences et du leadership. Cette approche allie le transfert de compétence et d'expérience avec une proximité qui prend en considération la dimension personnelle . La nuance avec le coaching est que le mentor se permet de donner son avis et son conseil selon son expérience . La relation est aussi moins "formelle" . Le défit devient de trouver des mentors qui s'alignent avec le mentoré . Ce qui n'est pas toujours facile ni faisable dans les entreprises . Mais clairement une avenue à envisager.

Group mentoring can offer multi-disciplinary discussions, which can be amazing! It creates internal networking, resourcefulness, and exposure for talent to leaders and vice versa. What are your objectives? What do you want people to know and be able to do? More senior leaders can mentor others at various levels and if they are good (purposeful) storytellers, that is great! Have topics or competencies for each session outcome. The CFO for next level leaders can help with insights on decision-making, fine tune financial levers, talk strategy. The Controller or Director of FP&A can help midlevel managers/supervisors, same topics, different level. Also consider reverse mentoring, don't forget what fresh talent can teach senior talent!

Ah, the mentorship program—a delightful dance of wisdom transfer. Pair up the seasoned veterans who’ve seen it all with the eager novices who think they know it all. Let the mentors dispense their hard-earned knowledge while trying not to scare off the mentees with tales of past fiascos. Use the program to bridge the gap between generations, ensuring the young ones don’t repeat the old mistakes. Encourage mentors to share not just their successes but their failures too—after all, nothing says "learning opportunity" like a good disaster story.

We offer several avenues for leadership training at our company: 1) Monthly ongoing training for everyone, regardless of role/title. We train on behavioral skills like feedback, communication, conflict resolution, etc. To me, this is one of the most important development opportunities because it hits everyone, including people early in their careers who may or may not be identified as future leaders yet. It also democratizes the idea of leadership: EVERYONE can lead, even those in non-manager roles. 2) Monthly training for all managers, catered to the topics they tell us they’re struggling with the most 3) Just launched a 2x/year New Manager Bootcamp which offers several days of intensive training for first-time managers

La formation est très importante mais non suffisante . Particulièrement les formations en leadership, en soft-skills mais aussi en management et en stratégie ( oui je sais , les bases ). J'ai rencontré beaucoup trop de managers séniors qui ont trainé des mauvaises pratiques parce qu'ils n'ont pas été encadrés par des formations structurantes mais qui mimaient tout simplement leur propre manager . Et qui n'osent pas le faire arrivés à un certain niveau . Or, nous ne cessons d'apprendre et d'évoluer . Souvent avec les formations, je recommande des coachings de consolidation pour mieux intégrer et utiliser les notions abordée. Surtout et avant tout, ces managers doivent être motivés par la démarche .

Training and development opportunities tied to one’s current knowledge, performance and the vision of the organization not only supports the individual but the current and future success of the organization.

In our increasingly complex world, a foundational skill is for leaders to manage their own nervous system response to uncertainty. They are then in a position to help their teams develop the same capacity. Without this people will generally operate from fear and control which leaves little possibility of thinking on new and innovative ways.

Building Trust and Psychological Safety: A key insight is the importance of building trust and psychological safety within the organization. For a feedback culture to thrive, employees must feel safe expressing their thoughts and receiving critiques without fear of retribution. Leaders should model vulnerability and openness, demonstrating that feedback is a tool for collective success rather than a mechanism for fault-finding.

Instead of dwelling on past mistakes, feedforward focuses on future possibilities. It encourages employees to look ahead, fostering a growth mindset. In a business setting, this proactive approach can boost morale and productivity, as people are more receptive to constructive suggestions about what they can do rather than what they did wrong. It minimizes defensiveness and promotes continuous development. Emphasizing feedforward helps build a culture of improvement, making employees feel supported and empowered to take on new challenges with optimism and confidence.

In our research we have found that a growth mindset cultures emerges once these foundational pillars are in place: 1) alignment to a shared and inspiring vision and 2) creating a culture of psychological safety. If you are struggling to create a culture open to feedback, look to these 2 pillars first.

From my professional experience, I've observed that in environments lacking a feedback culture, employees often don't feel valued or integrated into the team. Trust issues can prevail, and only a few employees may have trusting relationships with each other. Instead of feeling a sense of belonging, many simply perform their duties for the paycheck. That's why it's crucial to promote a feedback culture where everyone feels safe to express themselves freely, yet respectfully. In this safe environment, every contribution is valued not only for its personal benefit but also for its collective impact. Encouraging this culture not only strengthens employees' sense of belonging but also enhances collaboration, creativity, and efficiency.

La construcción de confianza es el pilar fundamental para una cultura de retroalimentación: los líderes deben demostrar empatía y transparencia en todas sus interacciones. Esto implica crear un entorno seguro donde los empleados se sientan cómodos compartiendo sus opiniones y experiencias sin temor a represalias. La retroalimentación debe ser constructiva, específica y orientada al desarrollo, enfocándose en comportamientos y resultados más que en la persona. Al promover una comunicación abierta y honesta, y al alentar el diálogo bidireccional, los líderes pueden fortalecer las relaciones dentro del equipo, generar un sentido de pertenencia y compromiso, y crear una cultura organizacional basada en la confianza y el aprendizaje continuo.

Aligning succession planning with your overall business strategy is another important insight. Understanding the future direction of your company helps identify which roles will be critical and what competencies will be required. This alignment ensures that your succession planning efforts are not just about filling positions but about driving the organization toward its long-term goals.

What I have found in my industry, succession planning is important, but cannot really achieve anything. I work for the government. We can prepare personnel, but the seniority of the position or some made up title, exceeds the more skilled, competent person being prepared.

These are all good recommendations. In addition, once people are identified as potential successors, let them know so that the two of you can ... together ... develop/implement a rigorous plan to ready the person for the role(s). Include actual work/projects, training, and internal/external mentoring/coaching.

Reverse mentoring. Pair your top executives with younger, less experienced employees as their mentors. The idea is simple but radical—junior staff members bring fresh perspectives, technological savviness, and contemporary market insights that senior leaders may lack. This role reversal not only prepares younger employees for leadership roles by exposing them to executive-level thinking but also ensures that current leaders stay attuned to emerging trends and new ways of thinking. It disrupts traditional hierarchies, fosters a culture of mutual learning, and accelerates innovation by blending the wisdom of experience with the energy of youth.

By Giving potential leaders autonomy in their current roles is crucial for their development and for the organization’s success. Allowing them to take charge of significant projects and make key decisions helps in building their confidence and honing their decision-making skills. This empowerment not only fosters a sense of responsibility but also enhances their commitment to their work. When individuals perceive that their contributions are valued and that they have a degree of control over their tasks, they tend to take greater ownership, which often leads to higher levels of motivation and excellence. This approach not only prepares them for future leadership roles but also contributes to a more dynamic and resilient organization.

I once had a boss who created a sandbox environment where the stakes were real but manageable, and let me navigate the chaos. This trial-by-fire approach accelerated learning, built resilience, and identified those who could thrive under pressure. It’s a sink-or-swim method that might seem risky, but it revealed the true leaders who could innovate and adapt when it mattered most.

El camino implica como Líder generar un espacio de seguridad para el desarrollo del personal en su autoliderazgo primero y liderazgo de equipos luego. De tareas a procesos y luego a producir resultados, se trata de un acompañamiento que va inicialmente dando pautas para luego avanzar en el continuum del coaching, con buenas preguntas de modo de conectar en el colaborador con mentalidad de crecimiento y autonomía...

Crear un escenario para que el futuro líder sea exitoso: -Comprometerse y apoyar el crecimiento de forma integral e íntegra. -Reconocer/retroalimentar sobre los resultados, brindar acompañamiento y hacer seguimiento a los planes de acción. -Crear experiencias para enseñar o entrenar al líder en lo que puede hacerlo más efectivo (Exponerlo). -Centrarse en el aprovechamiento de sus recursos y capacidades. Aumentar su autoconfianza. -Permitir el aprendizaje del error e invitarlo a asumir riesgos calculados. -Enseñarle a balancear su papel como líder en las dimensiones de clima, cultura, cambio, desarrollo y resultados. -Co-construir su ruta para su crecimiento. -Entregarle retos alcanzables, valorar el esfuerzo e invitarlo a ser ejemplo.

Sports teams do it... Sports teams don't leave talent funnels to chance. They have feeder schools, JV teams, minor league organizations, and other purposeful strategies to ensure they are able to find top talent when they need it. So why is this still so hard for business? Unlike sports, businesses operate in multifaceted environments with diverse roles, skills and industries. This makes creating a unified talent pipeline challenging. Also, businesses fear investing in unproven talent. I wonder if AI is going to help us solve this problem with extensions like Cornerstone OnDemand, Peoplefluent, and TalentGuard. Anyone have experience with any of those?

1. Provide Stretch Assignments Give aspiring leaders challenging projects that push them beyond their comfort zones. These experiences build confidence and prepare them for greater responsibilities. 2. Promote Cross-Department Collaboration Encourage collaboration across departments to broaden employees’ perspectives and enhance their problem-solving abilities.

Before starting any leadership development program, look into the future. What situations/challenges will our organization face? Then, work backwards to the types of leaders needed to address those challenges. Don't base leadership development solely on the "what is" of your current competitive landscape because that will most certainly change. Instead, ask Where do we need to go? and How will we get there? Those answers will help you decide who it is that will take you there.