Building the Competencies of Internal Leadership Candidates
Promoting internal leaders is one way to encourage continuity within a company. However, this isn’t a cure-all, especially if the chosen employees don’t have the specific ability to take charge and jump into leadership. Building the competencies of internal leadership candidates has become of paramount importance for the success of any succession planning initiative.
According to Northwestern University’s Kellogg School, it’s not uncommon for organizations to overlook training and preparation in specific leadership-specific competencies. (July 5, Banks) This leads to people who have performed excellently being promoted into roles that they aren’t ready to handle.
The Kellogg School’s Bernard Banks therefore urges companies to make management a normal part of duties throughout the employee experience. While some high-potential candidates will still get more focus than average under such a system, no worker will be completely left out.
More agency for employees themselves can also become an important part of talent development. Workers who simply get pushed from one set of responsibilities to another could end up leading when they aren’t ready for that role or don’t want it, or be left out of the conversation when they feel ready to move up.
When businesses have the time and ability, they may also want to invest in the kinds of immersive, hands-on training sessions that will reveal unexplored competencies in employees. These “innovation incubators” may kick personnel development into high gear.
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