In a fast-paced, fast-globalizing world, human resource managers pay scant attention to the evolution and development of their leadership pipeline.
Especially as corporations are led by managers in most cases. It is an area of concern for global businesses. How many of your company’s work-force or talent pool ultimately possess the skills to be counted upon to lead in environments that are not predictable. How many would you put in the top three per cent of your company as current and future leaders? When will the need arise? Who will make the best team for those situations? An honest exercise starts with self-reflection, peer-evaluation and openness at the top echelons. To take this to the next level requires creating a culture that is infused with empowerment, enablement and encouragement. A lot of organizations go through the exercise of “succession planning” or “organizational development” that is well orchestrated by HR but not necessarily built on an environment of self-evaluation and openness. They know that most good functional managers don’t make good leaders but they are liked for their achievements in functional silos. Leaders are not available by spade-loads, so organizations attempt to shape and mold their existing talent for leadership roles through traditional/conventional methods of taught-down learning.
The leadership void – HR nightmare
The leadership void – or the lack of leadership skills is negatively impacting most enterprises as we evolve into a fast paced environment and unchartered territories.
It leads to enterprises not capitalizing on their most important capital asset – human capital. The difference is seen in daily examples that scream for the need of good leadership – sometimes for the very survival of companies to small teams that become ineffective due to poor leadership. This leads to missed opportunities
The conventional approach to leadership mentoring is to do several piecemeal and episodic programmes every year – mostly in taught down learning seminars or courses that still teach strategy, conflict management etc. These programmes are too focused on foundational and theoretical aspects. The participants fail to see the larger picture, understand where they stand and how they fit in currently and in the future. Programmes imparted by universities and high-priced professionals are too focused in theoretical or case-study environments that never touch the individual themselves.
The ironical aspect is that there is a total lack of progressive leadership in leadership education.