| The Apprenticeship Model of Leadership | | | | developed through practice and self-correction. |
| Development | | | | People who have the right talent can accelerate |
| A lot of leadership development programs are not | | | | their growth as long as each new job assignment |
| delivering promised results. Some of the wrong | | | | helps them build their core capabilities and acquire |
| people are selected as leaders. High potential | | | | new ones, provided they are given timely and |
| leaders are not given the right experiences or | | | | precise feedback.o The CEO job requires giant |
| stretch assignments to develop leadership | | | | leaps in learning. Leaders will not be prepared to |
| competency. | | | | lead large companies unless each job experience is |
| I work with a number of companies to help them | | | | much more complex than the one before. |
| assess future leaders. In our executive coaching | | | | The Apprenticeship Model for leadership |
| programs, we co-create leadership development | | | | development requires us to spot leaders early and |
| action plans based on requisite competencies to | | | | put them in situations that drive them to grow |
| grow future leaders. Required experiences are | | | | fast. People with the right talent and high potential |
| built into each leaders development plan. | | | | must embrace opportunities to learn by doing: |
| Is your company using an executive coach and | | | | practice, feedback, corrections and even more |
| leadership consultant to help select, assess and | | | | practice. |
| develop future leaders and fill your leadership | | | | Leadership development is no longer a discrete |
| pipeline? | | | | activity run by HR staff; it is an everyday contact |
| Traditional leadership development processes are | | | | sport that is fully integrated into the fabric of a |
| not delivering on their promises. It is time for a | | | | business. Line leaders play a central role in |
| new approach to finding and developing the kinds | | | | providing the necessary practice and feedback. |
| of leaders businesses need for a complex and | | | | Are you or your company working with an |
| uncertain future. | | | | executive coach who can help with leadership |
| Ram Charan in his recent book, Leaders at All | | | | development? |
| Levels. presents the Apprenticeship Model which is | | | | Working with a seasoned executive coach trained |
| a remedy for the leadership crisis. Having | | | | in emotional intelligence and incorporating leadership |
| observed how leaders develop (or fail to do so) | | | | assessments such as the Bar-On EQ-i and CPI |
| over several decades, in hundreds of | | | | 260 can help you become an inspiring |
| organizations, he concludes:o Not everyone can | | | | values-based leader. You can become a leader |
| become a leader. No amount of classroom | | | | who models emotional intelligence and social |
| instruction can supply leadership qualities. Leaders | | | | intelligence, and who inspires people to become |
| think and act differently. We can recognize future | | | | happily engaged with the strategy and vision of |
| leaders if we know what to look for and sharpen | | | | the company. |
| our powers of observation.o Leadership ability is | | | | |