Como você prepara seus principais talentos para a liderança?

1. Identify your key talent - before doing that pls revisit your mechanism to identify these talents. many organizations have obsolete measurement scales and criteria that does not cater to the current times. 2. Assign a mentor to each one of them from inside the organization. Ideally, it should be each of them choosing their own mentor. Again, before this is done we need to have a set of Mentors who agree to be nominated and are aware of what their responsibilities are in grooming the 'Talent'. 3. Create a development plan in conjunction with the talent and the mentor. 4. Have regular follow ups in place to check the status of development goals against timelines and provide timely feedback, where needed.

One of the most important aspects here is the element of fairness. When identifying the talent pool, the process should not just be fair but also seen as being fair. The process has to be made transparent. Also add objective data based parameters that are linked to the organisation's strategic objectives.

One of the first things you should do is ensure your leadership teams and HR professionals take bias-busting workshops. Firms can over-index on leadership types that mimic the current leaders. This excludes talent with different perspectives from being considered for leadership roles. For example, "executive presence" is a hyperbolic term that is more about how the person feels about the potential leader than the actual performance and potential of the person being evaluated for leadership. Leadership often needs clarification with things like charisma, which may not contribute to the firm's actual results.

Hola comunidad, me parece extraordinario que haya la oportunidad de hacer cometario sobre este artículo: El liderazgo sigue siendo el pilar de los negocios, es más importante que tener el mejor software del mercado. Lo único que distinguirá a tu empresa es su cultura, preparar a tus colaboradores es la clave de la permanencia de tu negocio. Es necesario tener un perfil ideal por empresa ya que cada una es diferente aún siendo de la misma industria.

Offering "Mentoring and Coaching" is a crucial aspect of grooming potential leaders within your organization. Mentors and coaches bring a wealth of experience to the table. They have faced various leadership challenges, made decisions, and learned from both successes and failures. This wisdom is invaluable for someone aspiring to become a leader. Mentors and coaches often have a long-term view of leadership development. They can help potential leaders see the bigger picture, plan for their future roles, and work on building sustainable leadership skills. Offering mentoring and coaching allows potential leaders to tap into the experience and expertise of those who have walked the leadership path before them.

Create a borderless knowledge sharing culture and make them used to about day to day problem solving. Also career advancement is the prime focus which will ensure long term success.

Part of the development plan should be about building networks within the organization. Who are some key individuals that your team member should get to know better? Who should you be introducing them to?

For Leadership development plans are not only about skills but also about behaviours like courage,humility, vulnerability and the interplay of all . These are most difficult and sensitive behaviours that are hard to cultivate because of the inner landscape of the individual that’s deeply connected to upbringing. While we hesitate to talk about these stuff the behaviours are deeply embedded from how we have been raised. There is a possibility to reframe a lot of perspectives and refine values for it to start enabling us,this deep work is hardly been recognised at a lot of organisations as it’s is seen as not the direct impact for business however for sustainable leadership there is no other way out. Short term takes us to a short while.

The first step is to identify the employees who have the skills, experience, and potential to be leaders. You can do this by conducting performance reviews, 360-degree feedback surveys, and career development discussions. Creating a development plan will be based on this outcome

Absolutamente necesario, además porque entre otras cosas es de gran beneficio para la compañía porque: 1. Fomenta la lealtad y compromiso de empleados talentosos al ofrecer oportunidades de crecimiento y desarrollo. 2. Contribuye al mejoramiento de habilidades y competencias, elevando el desempeño laboral de los empleados clave. 3. Identifica y desarrolla habilidades necesarias para abordar futuros desafíos y cambios en la organización. 4.Facilita la identificación y preparación de sucesores, garantizando una transición fluida en roles de liderazgo. 5. Asegura que el desarrollo de talentos esté alineado con los objetivos estratégicos de la empresa, impulsando el éxito a largo plazo.

Holding regularly scheduled career conversations, providing active listening, powerful questions, and clear and timely feedback is crucial for developing talent. Using this, the employee should be charged with writing their individual development plan. The IDP should outline 2-3 measurable goals and clear action steps to achieve them. A timeline will help the employee to track progress and communicate progress to their manager at future career conversation meetings.

First and foremost is what is the purpose of feedback. In my understanding feedback has only two purposes - Redirection or Reinforcement. When giving feedback clarify the purpose - do you want to reinforce a particular behaviour? OR - do you want to redirect a particular behaviour Then the receiver must be able to truly accept the behaviour. If they contest the feedback it's a great sign. It opens up a dialogue and gives the feedback giver an opportunity to explain their observations. Disagreement to feedback can be either on facts or impact - Facts - state the facts and your precise observations - impact - clarify the impact of their behaviour. Impact on the individual's personal objectives and aspirations.

Providing feedback is one thing and conveying the right message in the right manner at the right time is another. I have experienced feedback sessions going wrong while being on both sides of the table. Feedback not provided in the desired way can kill the motivation of an employee in seconds. So, it should be well planned and thought. Organizations should train their leaders on providing constructive and precise feedback and keep evaluation the outcomes from time to time.

Something I found helpful is to schedule these sessions ahead of time. These sessions can sometimes become a discussion of a list of activities, be mindful that learning is a process. Talk about the individual, the journey and their wellbeing aswell.

Provide opportunities for stretch assignments which are challenging. This could involve leading a new project, managing a team, or representing the company to clients or customers. Stretch assignments help employees learn new skills, develop their problem-solving abilities, and build confidence. Continued coaching and mentoring are needed for the individual during this phase. We should also take continues feedback from their managers, colleagues, and customers during this process.

We often identify an ‘up and coming’ talent and then the die is cast. We become reluctant to honestly acknowledge when their development isn’t progressing, because it means we will either have to adjust our plan, or we may even have to start from scratch. Giving into that fear of sunk cost is a success killer. Be open to talent development, no matter where the path leads.

If leaders are essentially self-reporting, and assess the performance of the people who could evaluate them, you will be patting on your own back till something eventually crashes. As any systems, organisations need feedback loops, metrics and real accountability. Make sure your feedback loop is sufficiently unbiased, introduce external assessment, audit your findings. Don't just assume, check that everything is in order.

We should monitor their progress continuesly. We can do this by Setting clear goals, 360 degree feedback and by doing regular checks on the progress

Setting goals, communicating expectations and offering support to achieve them will make the evaluation process much easier. When the key result areas and key performance indicators are discussed, the monitoring becomes more efficient.

Compile a quarterly report analyzing the impact of the leadership training program. Include data on promotion rates, performance improvements, and feedback from participants. Identify any areas for refinement and propose adjustments to the program based on the findings.

In my experience, this is the first and most critical component of a talent development strategy. If you don’t have full commitment of the senior leadership team to invest in those coming up, your development strategy will never be fully realized.

Effective, continuous feedback is the backbone of a collaborative, innovative, and accountable culture. Delivering feedback in the moment and cultivating a psychologically safe environment for feedback is essential.

Identify high potential individuals early in their tenure/career with you. Keeping an eye on emerging talent and engaging them early will help to increase your retention rates and reduce voluntary attrition. Build programs that high potential individuals can enrol in that will increase their exposure to areas outside of their current responsibilities, and potentially offer them opportunities to lead projects and allow them to show initiative. Early engagement is key. Identify, and then engage, but ensure you have a plan where they can eventually move into a leadership role once they start in the program.

Like everything else, this can also be achieved with the "Lead by example" theory. If the current leadership is not interested in the upcoming leaders, the ever-going struggle will be there. Involving the senior leaders in encouraging and investing in the new ones is what we call the "Culture of Leadership."

A few things to consider here are creating a model leadership behavior. Employees should learn by watching managers/ leadrship team around them. Provide them with opportunities to learn new skills, take on new challenges, and receive feedback. Create a culture of trust and respect so that the employees can feel trusted and respected in order to take risks and step up as leaders. Encourage employees from all backgrounds to step up as leaders. Leadership is a lifelong journey. Be prepared to provide employees with ongoing support and development opportunities.

I am genuinely surprised that diversity, equity, and inclusion (DEI) were missing. In my experience, DEI isn't a separate stage – it's an underlying current that should run through every aspect of leadership development. To nurture future leaders, we must embed the principles of DEI within their foundational skills. It's about creating an environment where every individual feels valued, where differences are celebrated, and where fair, actionable, and equitable feedback is the norm. It's about understanding that leadership isn't just about directing but about connecting, empathizing, and inspiring - even if the person is different from you.

Developing leaders to the point where they are able and willing to develop other leaders is next level - it is the most difficult leadership task of all. But it’s worth it. In doing so, these leaders create opportunities that other leaders don’t, and they create legacy in what they do. Ultimately, people will follow them because of who they are and what they represent.

A robust and transparent culture, a precise and efficient performance management system and an aligned leadership structure are required to foster and recognize the talent for future leadership.

Systematic intent of institutionalising Leadership - In my experience, sharing role models, examples of leadership behaviours via values displayed amongst teams or individuals is an excellent way of institutionalising leadership amongst the levels. Opening up roles that highlight accelerated growth of high potential individuals is a must for recognising top notch talent and building a top leadership pipeline. Always developing internal pool first via a vis market movement establishes internal trust amongst your talent and provides a message that organization is interested in developing them as leaders of future. Developing leadership is a matter of cultivating systemic intent

You should start with actual leaders being in place. Manfredi Kets The Vries, an INSEAD professor and psychiatrist is still a good read on the topic: "Leaders, Fools and Imposters" is a good start. If your leaders don't understand that their role is nurturing other leaders, and these leaders can't be Yes men that never challenge their views, you will essentially be celebrating someone intent in blocking your company's growth, from inside.