Selection Considerations for Leadership Development/Coaching
Selection Considerations for Leadership Development/Coaching
Additionally the individual should want to be “coached” and have a high desire for continuous learning. This may appear to be a long laundry list to consider; however, if you want to build a great organization, you must seed key positions and their back-ups within the organization, with the best people you can find. One word of caution; do not treat a leadership coaching process as a "fix it" program. To be successful, leadership development should be directed at taking your best and making it better.
As an organization looks at providing leadership opportunities for those who show potential, the following ten points, along with your personal experience and intuition, should receive high consideration in the selection process of those who you will select to help your organization move from good to great.
Ten Leadership Succession Selection Considerations:
• Does the individual show the potential to make a positive business impact on the future of the company?
• Does the individual demonstrate or are they working on developing the kind of presence that inspires confidence?
• Does the individual demonstrate leadership potential/desire/passion that could be used in more than one area of the company?
• Does the individual understand the corporate vision, strategy, direction and agenda?
• Does the individual translate that vision so that others understand it and understand their role in it?
• Does the individual inspire others to defer to him/her on matters where he/she has expertise?
• Does the individual show and demonstrate respect at all levels of the company including supervisors, peers and subordinates?
• Does the individual possess the kind of communication skills that can effectively present ideas, concepts and policies that support and accomplish organizational strategy and objectives?
• Does the individual demonstrate the ability to take the smart risks required in completing an important project?
• Does the individual have a track record of living and fostering the desired culture of the organization?
In the end, three things really matter when it comes to the implementation of succession planning. First, Top-down leadership commitment to the selection and development of the organizations future leaders is a must. Succession planning is not an HR program. Leadership development is a responsibility that must be “owned” by the senior staff. Succession planning is a leadership legacy, which can provide lasting and significant impact to the survival of any organization.
Second, Candid discussions with all stakeholders is a requirement if the best and most talented leadership is to be developed and sustained. Leadership development and succession planning is not a popularity contest or a feel-good promotion process. Leadership development is a serious search for, and the development of, the best available leadership talent.
Third, A disciplined but individually tailored process with the support of a coaching environment must be put in place to maintain consistency and at the same time take advantage of and support the individual unique strengths and competencies of those selected for leadership development.
My research and that of others has found that leadership development and succession planning is by nature a long-term effort and it is far from being a risk-free activity. Additionally, like most things of importance, there’s more to it than meets the eye. Too often organizations jump into leadership development and succession programs without giving thought to key issues and the criteria to be used. That is why you have been provided the “ten leadership selection succession considerations” list. Even when the right person is selected, their leader/boss may not have the time or the skill-set to effectively coach the individual. There are also times when all indications are that the right person is selected, but when put into a stretch assignment; he or she fails to meet the leadership requirements. However, if a program is well thought out, eighty percent of the time, good to great results can be expected. This represents a solid and positive investment on the part of the organization.
Good leaders and good organizations realize that people are the business… and the business with the best people – especially those people occupying leadership positions – wins the competitive battle. From a strategic standpoint, focusing on leadership development, succession planning and performance management as a combined process represents a hidden, under-leveraged opportunity. For those organizations that invest smartly in building their leadership talent pool, the possibilities for sustaining and growing their organizations now and in the future will be great.
Copyright Information:
You MAY reprint the information contained in this article as long as no portion of the contents are modified and it used “exclusively” within your organization. You must also give credit to information by including the tag line...
Roger M. Ingbretsen, Author, Speaker, Leadership Coach, Organizational and Career Developer. For more information, visit www.ingbretsen.com or call 509 999 7008.
Selection Considerations for Leadership DevelopmentCoaching - To learn more about this author, visit Roger Ingbretsen's Website.
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Individuals selected for leadership development and coaching should possess at least most of the characteristics of high potentials. Words such as adaptable, candid, innovative, capable, communicator, passionate, risk-taker, and visionary should be associated with the potential candidate. The individual should be able to demonstrate the ability to manage the paradoxes of leadership such as; long term verses short term, external verses internal, perspective from 50,00ft verses 20ft, and vision verses execution. The individual should have a track record of performing well under difficult circumstances and being able to attract talent and build a successful team.
Additionally the individual should want to be “coached” and have a high desire for continuous learning. This may appear to be a long laundry list to consider; however, if you want to build a great organization, you must seed key positions and their back-ups within the organization, with the best people you can find. One word of caution; do not treat a leadership coaching process as a "fix it" program. To be successful, leadership development should be directed at taking your best and making it better.
As an organization looks at providing leadership opportunities for those who show potential, the following ten points, along with your personal experience and intuition, should receive high consideration in the selection process of those who you will select to help your organization move from good to great.
Ten Leadership Succession Selection Considerations:
• Does the individual show the potential to make a positive business impact on the future of the company?
• Does the individual demonstrate or are they working on developing the kind of presence that inspires confidence?
• Does the individual demonstrate leadership potential/desire/passion that could be used in more than one area of the company?
• Does the individual understand the corporate vision, strategy, direction and agenda?
• Does the individual translate that vision so that others understand it and understand their role in it?
• Does the individual inspire others to defer to him/her on matters where he/she has expertise?
• Does the individual show and demonstrate respect at all levels of the company including supervisors, peers and subordinates?
• Does the individual possess the kind of communication skills that can effectively present ideas, concepts and policies that support and accomplish organizational strategy and objectives?
• Does the individual demonstrate the ability to take the smart risks required in completing an important project?
• Does the individual have a track record of living and fostering the desired culture of the organization?
In the end, three things really matter when it comes to the implementation of succession planning. First, Top-down leadership commitment to the selection and development of the organizations future leaders is a must. Succession planning is not an HR program. Leadership development is a responsibility that must be “owned” by the senior staff. Succession planning is a leadership legacy, which can provide lasting and significant impact to the survival of any organization.
Second, Candid discussions with all stakeholders is a requirement if the best and most talented leadership is to be developed and sustained. Leadership development and succession planning is not a popularity contest or a feel-good promotion process. Leadership development is a serious search for, and the development of, the best available leadership talent.
Third, A disciplined but individually tailored process with the support of a coaching environment must be put in place to maintain consistency and at the same time take advantage of and support the individual unique strengths and competencies of those selected for leadership development.
My research and that of others has found that leadership development and succession planning is by nature a long-term effort and it is far from being a risk-free activity. Additionally, like most things of importance, there’s more to it than meets the eye. Too often organizations jump into leadership development and succession programs without giving thought to key issues and the criteria to be used. That is why you have been provided the “ten leadership selection succession considerations” list. Even when the right person is selected, their leader/boss may not have the time or the skill-set to effectively coach the individual. There are also times when all indications are that the right person is selected, but when put into a stretch assignment; he or she fails to meet the leadership requirements. However, if a program is well thought out, eighty percent of the time, good to great results can be expected. This represents a solid and positive investment on the part of the organization.
Good leaders and good organizations realize that people are the business… and the business with the best people – especially those people occupying leadership positions – wins the competitive battle. From a strategic standpoint, focusing on leadership development, succession planning and performance management as a combined process represents a hidden, under-leveraged opportunity. For those organizations that invest smartly in building their leadership talent pool, the possibilities for sustaining and growing their organizations now and in the future will be great.
Copyright Information:
You MAY reprint the information contained in this article as long as no portion of the contents are modified and it used “exclusively” within your organization. You must also give credit to information by including the tag line...
Roger M. Ingbretsen, Author, Speaker, Leadership Coach, Organizational and Career Developer. For more information, visit www.ingbretsen.com or call 509 999 7008.
Selection Considerations for Leadership DevelopmentCoaching - To learn more about this author, visit Roger Ingbretsen's Website.
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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