How can you encourage potential leaders to develop ownership of their leadership skills?

Check your influence power. Leaders exercise influence more than authority. They attract willing suspension of disbelief. Learners are ready to absorb, follow and practice what you espouse. Do you have that kind of influence? If not, start cultivating it

Help them identify their strengths and any areas for improvement. This can be through competency assessments, peer feedback and self-assessment. When people understand their own abilities and limitations, they develop more quickly, as they know where to focus.

Encourage leaders to seek out mentorship and coaching opportunities, as these relationships can offer personalized guidance and support that is invaluable for personal and professional growth. Additionally, setting up peer review sessions can be an effective way for them to receive constructive feedback and gain different perspectives on their leadership approach. It's also beneficial to encourage them to engage in professional development workshops or leadership courses that focus on building specific skills relevant to their goals. By fostering a culture of growth and learning, potential leaders can more effectively identify their strengths and areas for improvement, thereby enhancing their overall leadership capabilities.

Offer opportunities for mentoring, coaching and professional development. Also resources and tools to help them develop specific leadership skills (effective communication, decision making, problem solving, active listening and team management).

Guidance and support don't have to come only from you. Ask potential leaders what they would find supportive at this time. You can share resources and examples of what you are thinking if they are stuck but let them have ownership over their learning.

Assign roles and responsibilities that correspond to your interests and objectives and that allow you to exercise your autonomy and creativity. When you give others opportunities to lead, potential leaders will feel more invested in their development and success. This has a great impact on the development of your pupils.

🌟When delegating tasks, be clear about the outcomes you expect, the timeline, and any specific standards or guidelines they should follow. This clarity helps them understand their responsibilities and the level of quality required. 🌟Ensure they have access to the necessary resources, information, and support to succeed in their tasks. This could include training, access to mentors, or the right tools and technology. 🌟Give them the freedom to approach the task in their own way, making it clear that you are available for guidance and support if needed. This balance encourages creativity and innovation while ensuring they don't feel abandoned.

Think of an upcoming project that you usually own that would match the skills and interest of the potential leader. Use this as an opportunity to allow them to take ownership of a task they normally wouldn’t have the opportunity to but can with your support. Have them review what you have done in the past and make it better. Have frequent check-ins and observe and provide them with meaningful feedback on how they are doing with the project.

Be smart about your values. Be consistent. Integrity at work is a true differentiator for leaders. Show your integrity in everything you do, from paperwork to roadshows and everything in between.

I - Integrity: Let your behavior be an example of integrity in practice, showing potential leaders the value of being trustworthy. N - Nurture: Offer guidance, and encouragement, highlighting the importance of developing others as part of leadership. S - Share: Openly share your experiences and the lessons you've learned along your leadership journey. P - Purpose: Show how individual roles contribute to these larger goals, helping potential leaders see the value and purpose in their work. I - Innovate: Encourage creativity by being open to new ideas and approaches. R - Resilience: Share how you've navigated difficult situations and what you've learned. E - Empower: Empower others by delegating meaningful tasks and responsibilities.

Great leaders don't just create followers, they cultivate other leaders. Embrace vulnerability like Brene Brown, sharing your mistakes to empower and inspire those who walk beside you, not behind you.

Each one has its own personality, so don't expect to produce copies. The difference is precisely the beauty of the world. Just demonstrate, acting like a model, the values and behaviors you expect from them, such as integrity, collaboration, innovation, honesty, commitment and resilience. By acting as a role model, potential leaders can be inspired by your leadership and aspire to achieve the same character standards.

Expose them to new and diverse situations and perspectives, such as working with different teams, clients or partners, or attending conferences, workshops or seminars. When faced with new challenges and experiences, potential leaders expand their horizons and develop new skills and insights. They always learn to have another point of view.

Bring a potential leader into the hiring process. Have them give feedback to the rubric, use it during any demos/interviews and provide their insight.

Celebrate Progress and Learning: Recognize and celebrate the progress and achievements of potential leaders, not just their outcomes. This recognition should emphasize the importance of effort, learning, and improvement, reinforcing the value of the development journey itself.

It’s imperative to reflect on the journey if enterprise undertaken,on the choices made if the area of leadership picked up and all the core steps that were outlined and prepared for during planning and execution. The quality of execution must feature in the analysis post an important point in the journey where it is possible to pause and reflect. Usually the honesty and depth with which this review for analysis of self and all you journeyed through is what gives it value. It’s important to own it all up.

I actively seek feedback from my staff on a quarterly basis and during biweekly check-ins. I deeply value the insights provided by others, particularly my direct reports, and I make it a priority to actively listen to their input. This helps me identify areas of strength and opportunities for improvement. Taking ownership of one's growth and development as a leader is crucial. As an educator, I am dedicated to being a lifelong learner. I proactively seek opportunities to broaden my knowledge and skills, whether it's attending conferences or diving into books.

When it comes to potential leaders, it's all about empowering them, by setting clear expectations, providing mentorship, guidance, offering leadership, development programs, delegating responsibilities, and recognizing their achievements, we can inspire them to take ownership of their growth and embrace their leadership roles. It's an exciting journey of personal and professional development that can lead to great success.

Foster Psychological Safety: Create an environment where potential leaders feel safe to take risks, make mistakes, and express their thoughts and ideas without fear of negative repercussions. Psychological safety encourages experimentation, learning, and the open exchange of ideas, all of which are essential for leadership development.

To encourage potential leaders to develop ownership of their leadership skills, provide opportunities for autonomy and decision-making, allowing them to take on leadership roles and responsibilities. Offer mentorship and coaching to help them identify strengths and areas for growth, and provide constructive feedback to support their development. Encourage continuous learning and self-reflection, and recognize and reward their achievements to reinforce their sense of ownership and commitment to their leadership journey.

Leaders who can name their top values and embed them in their vision statements are leaders who thrive. This open prioritization of what matters most paired with this willingness to walk it makes every day an opportunity to live your deepest, highest leadership.

I actively seek feedback from my staff on a quarterly basis and during biweekly check-ins. I deeply value the insights provided by others, particularly my direct reports, and I make it a priority to actively listen to their input. This helps me identify areas of strength and opportunities for improvement. Taking ownership of one's growth and development as a leader is crucial. As an educator, I am dedicated to being a lifelong learner. I proactively seek opportunities to broaden my knowledge and skills, whether it's attending conferences or diving into books.