Growing into leadership is no longer just about natural ability and motivation. As members of the older generation exit the workforce and younger leaders take their place in higher roles, part of the responsibility for their leadership development rests within the organization as a whole. As more companies begin to formalize their leadership development programs, fostering future leaders from within your company is crucial for maintaining a competitive advantage.
As an executive, you not only hold tremendous responsibility for both the efficient and profitable running of your company, but also for playing your part in creating a corporate culture that reflects the message and values of your organization. A mission statement is great, but employees follow the actions of their leaders, regardless of what may be written on paper.
Often the skills that brought you to your leadership position are not ones that will allow you to create a work culture that brings out the best in your people. A drive to succeed and technical skill in your field are critical to move ahead in business. Sometimes, however, the human touch can get lost.
Many new leaders are frustrated, shocked, and unprepared for the rigors of added responsibility and people management. They often take on new roles quickly to fill an immediate need in business. They may not have the skills or the time to develop key competencies for their leadership roles.
Experienced leaders may have a track record of success, and use their experience well. But as trends in technology and lifestyle change work ulture, they find they need to upgrade skills, learn new management techniques, and refresh their leadership acumen and motivation. Other leaders, while experienced and full of potential, are still developing in the role, and need support, coaching, and new perspectives.
Perfect for technical fields – Accounting, Engineering, IT Managers – as well as Customer Service Managers, Healthcare and Sales Managers
I received a promotion in April, and as part of the promotion my boss negotiated some coaching hours with Karen. To be honest, I was hesitant. In my former employment, coaching was used when they were trying to walk you out the door. And I was a little confused: I just got a promotion, but now I need coaching? But when I first met Karen face to face, I grasped it. And then I embraced it. She asked me, “What do you want to see? What are your fears?” I came from a male-dominated, government workplace, and I wanted to learn how to be heard, and how to be a leader in this new environment. Karen and I called it “understanding how to be a corporate lady.” For instance, I had an upcoming meeting with my boss’s boss, and Karen helped me prepare and gave me feedback when I practiced the presentation. Afterward, we talked about ways to improve. Even though I only worked with Karen for three months, I continue to work on the development plan we created. My boss said I’m very confident when I speak to higher-level executives now. I’m getting a lot more kudos because of that.