Making leadership development work for your organisation

Few things matter more to the success of any business than the quality of its leadership. But developing effective leaders doesn’t happen by chance.

Leadership development is a continuous, hands-on process that plays out across all levels of the organisation, on both a strategic and practical level.

With that in mind, we explore what you should be doing to develop the leaders who will propel your business forward.

1. Identifying “linchpin” roles

Not every role in the organisation requires a leader in the traditional sense. Instead, some roles are about simply getting the job done; others are about how the business fundamentally operates and will grow into the future. HBR calls these “linchpin roles” and notes that these are: “…typically difficult to fill, they are rarely individual-contributor positions, and they usually reside in established areas of the business and those critical for the future.”

According to HBR, these are also the positions that you need to devote most of your time and energy to because you can’t afford to have B-grade players within them.

2. Identifying the leadership pipeline

Once you’ve identified linchpin positions, developing leadership is also about identifying a pipeline of talent that can eventually take over those roles, or even step in to perform should people leave.

This means leadership training shouldn’t be targeted only at the current leaders, but at developing the next generation coming through. In other words, middle management (and even below) counts just as much as senior management.

That said, these days, identifying the leadership pipeline needn’t happen only within your organisation. You can also look for leaders in rival firms and other organisations – for instance, our talent advisory can help you pinpoint the right people for linchpin positions when they do come up.

Although you won’t be able to play an active role in developing these people, you can at least begin developing a relationship with them early on so that they’re ready to come across when you need them.

3. Identifying and targeting skill gaps

Once you know who you want to bring on, leadership training should primarily be about equipping people with the skills to perform the roles you want them to carry out. But that doesn’t necessarily mean sending them off for training (although it’s likely to be part of the solution).

Studies show that on the job training and assignments can be the most effective way to instil the skills your team members will need. Here are some ways we’ve seen the best companies bring on their leaders:

“Stretch” assignments

This involves using discrete projects or tasks to stretch a person’s – or even a team’s – skills and abilities. Get them to step out of their comfort zone and try something they haven’t before. Just make sure you have the guardrails in place in case things go a little off-piste.

By doing this, you won’t just be helping future leaders develop their skill sets, you’ll also make their work more interesting and even enjoyable. That’s not just important for developing leaders, it’s also vital for staff retention. After all, one Korn Ferry study found a third of professionals leave their jobs on the basis they’re bored and need a new challenge.

Rotating people between teams and roles

The best leaders see the big picture: they look out for the business as a whole and not just for their team or themselves. One of the best ways to give a future leader this perspective is to let them see exactly what it’s like to work in a different department, role or location.

You – and they – may even find their skills are better suited to that other role, or that they enjoy the work more. So, by doing this, you may find a leader for another team, too.

Rotating and giving people broader experience lets them see different perspectives, understand sometimes competing priorities and get a sense of what makes others tick. It can also even encourage innovation because it provides fresh eyes across teams, and introduces new points of view and ways of solving problems.

Encouraging ideas and responsibility

One of the main impediments to developing talent can be a rigid hierarchy. If the ideas and opinions come from the top – and only the senior people ever get to oversee them – it makes it harder for people to step up into a leadership role.

The better approach is to encourage everyone to bring their ideas and opinions to the table. (Within reason, of course.) If someone has a good idea for how to improve processes, if they have a view on how things could be done differently or if they have an idea for a new product or service, let them play a part in making it happen.

By giving team members the opportunity to take ownership of their ideas, you’re allowing them to practise decision-making, project management, and communication – all crucial leadership skills.

This approach can also boost employee engagement and motivation, as people feel more valued and invested in the company’s success.

To implement this effectively, consider creating formal channels for idea submission and evaluation.

4. Taking leadership development to the next level

Finally, while a lot of skills can be acquired on the job, coaching and mentoring still play a vital role in leadership development.

Many of the best organisations we see have mentorship programs where senior leaders guide and support emerging leaders as they develop and execute their ideas. However, these programs can range from formal one-on-one mentoring relationships to group coaching sessions.

The key is to create an environment where knowledge transfer occurs naturally and emerging leaders feel supported in their growth.

But effective leadership development doesn’t stop there. If you really want to develop effective leaders within your business, you might also consider:

• Customised development plans: Create individualised roadmaps for each potential leader, tailored to their strengths, weaknesses, and career aspirations.
• Cross-functional projects: Assemble teams from different departments to work on strategic initiatives, fostering collaboration and exposing future leaders to diverse perspectives.
• External learning opportunities: Encourage future leaders to attend industry conferences, workshops, or executive education programs to bring fresh ideas into the organisation.
• Leadership simulations: Use technology-driven simulations or role-playing so that future leaders can practise decision-making in a low-risk environment.
• Reverse mentoring: Pair senior executives with younger employees to keep leadership in touch with new technologies, social trends, and emerging market dynamics.

Remember, leadership development is an ongoing process, not a one-time event.

So, regularly assess your programs, seek feedback, and be prepared to adapt your approach as your organisation’s needs evolve.

By implementing a comprehensive, multi-faceted approach to leadership development, you’ll not only cultivate a strong pipeline of future leaders but also create a more agile, innovative, and resilient organisation ready to face the challenges of tomorrow.

Want more?

Catalina Consultants is a Sydney-based outsourced HR team, offering leadership development services that will help your organisation and its people reach their potential.

If you’d like to learn more, get in touch.