Who are our next generation of leaders – who is going to step up and take the reins?
One of the key issues that I continue to note is that many companies are not adept at identifying the gaps in their business. This includes gaining a genuine and methodical understanding of leadership practices and effectiveness in the organisation. It is very difficult to solve an issue that is not identified or put another way, a question unasked remains unsolved. Non-awareness can be due to various reasons often cultural, political or personal. In a broader, strategic sense this lack of identification can be seen in the outcomes and sub-cultures born out of poor leadership. Leadership development is a theme explored in a recent article in the InsideHR magazine titled, The Best leaders: Few and Far, Born Not Made.
A significant leadership shortage is looming over the world…Leadership is in crisis. Baby boomers are retiring and fewer Gen Y’s want to step up to the plate, creating a massive gap. Quality leaders are now hard to find. We have some data here on 3000 Australian leaders and 50 percent of the leaders in our study are creating environments that are demotivating for people.
If identification and subsequent action is not a deliberate and discussed corporate goal, then other seemingly more critical focus areas will be followed instead. Denial of leadership ineffectiveness in the first place means that businesses ignore the existing issues and not enable future growth in individuals and culture as a result.
Part of the problem is that there are too many leaders who just don’t measure up.
Another related issue is the mismanagement in effort and action for those leaders who are not capable of effectively leading and developing their teams. It is a corporate and social responsibility to ensure we provide the platform, support and opportunity for leaders to contribute and grow in their roles. In my experience this is most commonly performed poorly, with the effort to change and address challenges seemingly too difficult, or is not performed at all.
I have been in positions where individual employees have been dismissed based on poor, ongoing performance and behaviour – some who are long-term employees. When this is discussed at senior levels, there is acknowledgment that these team members had been a ‘problem’ for many years in some cases. My response in return is always, if this was a known issue, then why was no action taken to either develop or remove them? To date, there has never been a reasonable response to this question.
Denial, ignorance and/or laziness to act only lead to dismal results. Is this something you are prepared to accept…or do you wish to alter the outcomes by changing your contribution? A challenging question to answer and even more so to exploit. It is an important query however, reflecting the tytpe of issue highlighted by poor leadership practices and a culture that accepts varying degrees of mediocrity.
Creating a regular process to identify actions for the development of your leaders is an important step. This may form part of a bi-annual review, linked to other formal appraisal or assessment processes. A quarterly review of the progress, goals, contribution and direction of all team members could act as a catalyst for discussion.
A focus on how results are achieved as well as focusing on the end results themselves adds more value to the process. How we get there is as important as the outcome, enabling relationship-building, trust and process improvement throughout the process, amongst other benefits. When we focus on the outcome only, there is a tendency to cut corners and drive aspects of culture that ignore many necessary positive aspects…and often drive negative elements of culture also. This is just as important when focusing on leadership as a contributor to and receiver of cultural growth initiatives. The InsideHR article highlights 5 key leadership trends:
1. A shortage of leaders means there will be a gap in middle managers.
2. Succession planning is likely to be the hot issue ahead.
3. The best companies will be out recruiting future leaders.
4. The shortage of leaders will shape HR strategies.
5. There will be a heavy focus on leadership training.
A willingness to acknowledge the gaps in leadership and developing a culture of learning and growth, along with succession planning steps is a useful next stage. The challenge for many organisations is their willingness to spend the time and funding to understand the existing situation and culture. Considering the current status of individual leaders and the organisational leadership position should be part of the review process.
A blind hope that culture and leadership will somehow ‘look after itself’ is naive and poor business practice. The effort and discussions at senior levels that drive culture and direction can be difficult. However the benefits of developing strength in leadership now and for the future can be seen and felt…now and in the future.
How does your business stack up?