Most companies make investments in leadership development, rolling out intensive internal programs for high potentials, sending key leaders off to expensive executive education programs, or hiring personal coaches for those moving into key positions at the top of the company. Companies like Barclays, Disney, and Unilever discover a counter-intuitive insight as they grow leaders: when you make targeted investments such as the ones described above, where people are being developed while working on projects of their choosing that create new value for the company, the people you invest in become valuable in the marketplace and less likely to leave.
Key Takeaways:
- Words and actions matter, and people are watching and listening, especially during times of uncertainty, change and stress.
- To identify leaders, start by looking for people who care deeply. Barclays Bank PLC and The Walt Disney Company EMEA are great examples.
- You don’t need a new set of leadership competencies to develop leaders. It’s about giving men and women who’ve already mastered convention the room (and, in some cases, the courage) to improvise.
“But in our experience, this traditional approach to leadership development doesn’t serve the needs of companies anymore. Business is moving too fast.”
http://www.ceo.com/operations/your-leadership-development-program-needs-an-overhaul/
