Developing Your Talent

Developing Leaders? Develop a Plan

By JC Heinen on April 23, 2012

The Institute for Corporate Productivity’s (i4cp) latest research on leadership revealed that “84% of high-performing organizations invest in leadership development programs. But while the commitment to leadership development is clear, only 23% of all business leaders surveyed characterized their firms as ‘strong at developing leaders’ to a high or very high extent.”  What explains this obvious disconnect in perception?  How would your organization measure up?

Too often, an organization’s leadership program lacks a long-term plan in alignment with its business strategy. A program that develops future leaders “to a high extent” is one that identifies and develops leaders at all levels in the organization while ensuring that its investment in leadership development achieves business impact and return on investment.

Programs should be tied to authentic research and outline the subset of leadership capabilities tailored to meet the company’s unique requirements.  Prior to implementing a leadership program, the organization should pinpoint the leadership behaviors that will be needed in the future for the organization to achieve its strategic objectives.  It’s also imperative to identify the future leaders of the organization and any current leadership gaps in the existing talent pool. 

Through a flexible and carefully monitored leadership program that aligns with the organization’s core business strategy, companies can eradicate negative perceptions about leadership development efforts and clearly demonstrate a real commitment to developing future leaders.

One Response to “Developing Leaders? Develop a Plan”

  1. Chuck Presbury

    The research bu I4CP, CLC etc. really highlights management’s commitment to the concept/value of leadership development. The gap in ready leaders is due to the lack of commitment to the actual hard day to day effort of putting people into stretch positions, coaching them thorugh the ups, downs and failures so they grow. When you see line management asking the same probiing questions and holding themselves as accountable for the gap in their talent inventory as they do for a gap in new product inventory, the gap in ready leaders will be no more


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