Send to KindleYou’ve had your eye on her for some time now. She seems to have the smarts, drive, and all the necessary qualities to become a leader in the organization and you’ve noticed people hold her in high regard. How can you help her develop into a successful leader? Of course, you can send your young protégé to a leadership seminar (I highly recommend doing so) but then what? The seminar certainly won’t make her a leader. That takes time, diligence, and patience on your part.
One of the most important responsibilities of leadership is growing new leaders. That means recognizing potential and giving those people who you recognize as having potential a chance to develop their leadership ability. Some leaders are threatened by the possibility of developing subordinates for fear they will then go on to overshadow them. Maybe; but as a leader, your first loyalty is to the organization. The constant evolution of new leaders is critical to the organization’s long-term success. Besides, developing new leaders will serve to enhance your reputation as a good leader. Don’t be afraid of other’s success.
Reflect back on the training you received on your way to your current position. Was it effective? Did you feel you were properly prepared? Unfortunately, leaders often either overlook, or maybe don’t know how to fulfill their responsibility to train new leaders. But, it’s critical to the future of your organization.
There are three basic steps to growing new leaders. First, it’s necessary to identify those with the talent and ability to lead. That means having a good knowledge of all your people and recognizing what might be hidden talent.
Next is providing the training which your up and coming leader needs to be successful. That includes training you provide as well as the training opportunities that exist through outside sources.
Finally, and most importantly, is the mentoring and personal attention you provide to help your protégé become a good leader. This is much more difficult than it sounds and is where you definitely earn your pay as a leader.
Not everyone is a leader. There is nothing wrong with that. Sometimes, there’s a tendency for leaders to ignore people in the organization who don’t demonstrate leadership potential. That’s bad! Leaders must always remember that not everyone strives to be CEO, nor does everyone have the innate talent, or even desire, to lead. There are a lot of workers who just want to do their job, and without them, the organization would fail. So don’t forget to recognize their contributions and always remember that while these hard working people rely on you, even more, you rely on them. Don’t’ forget to look for opportunities to recognize them and give them opportunities for growth as well.
This article is taken from Bob’s Mini-Book, Developing the Next Generation of Leaders. Get this and other great Mini-Books!
