Leadership Development: Have We Cut Off Our Nose To Spite Our Face?

By |2018-06-20T08:10:59+08:00June 28th, 2011|Blog|0 Comments

With an interest in New Zealand’s upcoming leadership week, I read an interesting article suggesting that some organisations have inadvertently reduced their future leadership pool over recent years. In response to a changing economic environment, a need to reduce costs, and the tendency to follow stringent leadership models, organisations may have reduced their ‘leadership pipeline’ by:

  • Downsizing and removing potential leaders from the organisation
  • Allowing potential leaders to become de-motivated by lack of investment or recognition of their skills
  • Promoting people into leadership based on narrow criteria, or no criteria at all.

While times may have been tough for many organisations, the “war for talent” is gathering momentum and presenting organisations with challenges around securing key talent and leadership. So, how can organisations recognise and rebuild future leadership? What makes a great future leader?

The article suggested that organisations need to strategically focus on identifying leaders. Research cited from the recent CE/Hewlett leadership study indicated that 91% of Top 20 companies for leadership have clear processes for identifying future leaders. Such programmes enable people with potential to be developed and nurtured. It also sends a clear message to potential employees that talent is recognised and rewarded within the company. The article also suggested taking a much broader focus when identifying future leaders, particularly finding employees who have ‘LIVED’. The ‘LIVED’ Leadership acronym outlined in the article identifies a broader criteria for leadership potential:

  • L – Learning: the ability to adapt and develop based on experiences
  • I – Intellect: the ability to reason at strategic level and have commercial and common sense
  • V – Values: having values and motivation that align with the organisation
  • E – Emotion: showing high levels of emotional intelligence and ability to understand people
  • D – Drive: the ability to engage and motivate others into action, including passion and tenacity.

Are there employees in your organisation who are flexible and adaptive? Do you know employees who drive their colleagues to ‘walk the talk’? Are they able to engage and motivate others? You may have potential leaders who have LIVED!

This post was originally written by OPRA Alumni Courtney McGuigan.

Leave A Comment