| Times have changed and so has the competitive | | | | Do: Create specific plans for the individual. It |
| landscape of business management. Traditional | | | | makes the candidates feel special...like you've got |
| business models told business owners and | | | | an interest and a stake in their professional well |
| executives that to become more competitive, | | | | being. After all...you do! |
| you had to invent something new to sell or | | | | Coach and Mentor...Continuously, Without Annoying |
| service, or improve an existing product or service. | | | | Coaching and mentoring are crucial. The process |
| That was all there was to it. In general terms, the | | | | starts with a relationship between you and the |
| inputs and outputs haven't changed much, but | | | | candidate then continues with regular bonding and |
| companies are continuously changing their internal | | | | nurturing. It sounds kind of "touchy-feely," I know, |
| processes to improve company performance. | | | | but the relationship, bonding, and nurturing sessions |
| How so and what does this mean to the business | | | | are critical to the molding process of the |
| world? | | | | candidate. You must coach candidates with the |
| Repeat after me, "I will make a concerted effort | | | | intent of creating a business partner. Get their |
| to obtain top talent." | | | | opinion on current company challenges (be careful |
| For smaller businesses, this presents a problem. | | | | of the can of worms you open here.) |
| Often, smaller businesses don't have the capital to | | | | It's a great conversation starter and a chance to |
| hire superstars, and in some areas, the superstars | | | | help mold their thinking about certain business |
| just aren't there. Case in point: Metropolitan New | | | | topics. Discuss together how you intend to |
| Orleans, post-Katrina. So what is a business to do | | | | combat them. Let them in on some info that's not |
| when they can't always find "the best"? | | | | confidential, but not readily available to the troops. |
| There is a solution to the depleted leadership pool. | | | | A great technique is to allow them to observe |
| "If you can't find them, then make them." | | | | management meetings (With the exception of |
| Remember. Leaders are created, not born. The | | | | certain confidential meetings.) You are beginning to |
| process began with parents, teachers, and | | | | let them into your circle of leadership. Watch |
| coaches. With any luck, some leadership skills | | | | them blossom as they begin to feel like they are |
| were transferred during college and military stints. | | | | part of "The Club." |
| Often though, a person's leadership development | | | | Don't: Coach for the sake of coaching...meaning, |
| stagnates when he or she takes a job. It's a | | | | don't coach if you don't have anything to coach |
| shame. Many potential leaders have been ruined | | | | on. It's both annoying and ineffective. |
| by a lack of mentoring, coaching, bonding, and | | | | Do: Encourage dialogue by asking questions and |
| training. | | | | telling stories. Tell stories that relate to a topic |
| However, you don't have to let this happen. By | | | | that you would like to discuss, though you should |
| taking a proactive approach to your business | | | | at least attempt to keep it the context of |
| leadership, you can keep your pipeline filled with | | | | business. |
| home-grown leadership candidates. Instead of | | | | Classroom TrainingI recommend that you create |
| searching outwards for the "perfect" candidate, | | | | or outsource leadership and management training |
| you can develop the characteristics and skills of | | | | for the existing leaders and for the individuals that |
| the people you have now. Leadership is an | | | | you would like to develop. It's a great refresher |
| ongoing process and keeping the flow going, you | | | | for existing leaders and a great learning tool for |
| can continue to improve. | | | | prospective leaders. It's important that you |
| Look for "That Spark" | | | | continue to train and develop your leaders and |
| By "spark," I mean the natural ability to | | | | your workforce. Remember that training is a |
| communicate with people. Add to that, look for | | | | process, not an event. You should concentrate on |
| the ability to connect - meaning the ability to | | | | basic leadership skills as well as management but |
| communicate and relate to people and build on | | | | remember to place the emphasis on leading |
| this. The ability to connect is absolutely necessary | | | | people. |
| because as a leader, one must have the ability to | | | | |
| win others over. Communication, connecting, and | | | | Don't: Do a mass training event every few years |
| relating are skills required to persuade...without a | | | | with large time gaps between sessions. |
| hammer or whip. | | | | Do: Establish an ongoing training program. Choose |
| Train a cross section of promotable candidates on | | | | attendees for the monthly/quarterly sessions |
| a regular basis | | | | based on their specific needs, as documented in |
| Create Development Plans | | | | their development plans. Breaking the training up |
| Create development plans for the individuals with | | | | into monthly or quarterly sessions helps spread |
| that spark. Teach them to leverage the talents | | | | the costs out over time as well. |
| that they already have and help them figure out | | | | These recommendations seem difficult en masse, |
| their leadership performance gaps. Encourage | | | | but if you break them into phases or projects, it'll |
| them to leverage their current talents and | | | | be much easier to handle. If you do the things |
| persuade them to develop in other areas where | | | | mentioned above, you'll have a much better |
| their skills are inadequate for a leadership role. | | | | chance of creating a team of superstar leaders. |
| Don't: Use cookie cutter development plans for all | | | | These superstars will align team actions with |
| candidates. I know it's easy to point, click, and | | | | company goals and ultimately pave the way for |
| email, but it cheapens the process...it makes it | | | | your company's success. |
| seem less sincere and more obligatory. | | | | |