I had an interesting kitchen table discussion recently with a friend who questioned my belief in the ability to change the world by helping support the development of effective leaders.
Note to everyone: while disconcerting, it’s healthy to have people question your view of your ability to change the world every once in awhile. Sobering, but healthy. If nothing else, it helps you re-examine the strength of your convictions.
His point: for every one person that actually “gets it” and develops into an effective, values-driven and people-focused leader, dozens of “incompetent idiots” will end up in positions of responsibility and the cycle of horrible leadership and lousy leaders will continue.
There’s some truth in my friend’s cynical view of the world. In fact, the weight of evidence is much more on his side than on the side of those of us that believe that our efforts will actually make a difference.
However, regardless of the overwhelming evidence against us, I remain steadfast in my (Quixotic?) belief that the size and complexity of the challenges that we face on this third rock from the sun will require the best leaders and the best of our leaders. I also believe to my core that the only way to develop the next generation of effective leaders is one at a time, step-by-step and person-by- person.
I make no secret that I focus my development energies on two groups of individuals: early career professionals and a group that I describe as emerging senior contributors. The early career professionals are typically first-time leaders and my emerging senior contributors are those moderately experienced professionals that are ready to step up and make a difference on a larger scale.
These are the groups where good coaching, strong mentoring and plenty of tough assignments will have the greatest impact. Help one first time leader “get it” from the start, and she will spend a career paying it forward. Help one emerging senior leader or senior contributor learn how to make a difference the right way, and watch as organizations and individuals are transformed on a large scale.
So, while my cynical but honest friend might have the numbers on his side for now, it’s not clear to me that he will win in the long-term.
My question for you: what are you doing to support the development of great and future leaders on your team? You too can help rebalance the equation.
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Note from Art: A busy few days on the road will find it challenging for me to post anything but some short snippets. However, I am excited to have a Fresh Ideas guest post on tap on “Developing Executive Presence” from Jeff Hornstein, proprietor of The Speaker’s Choice and a professional speaking coach and an all-around great person.
One thing that never goes out of style is our need to improve our confidence and competence as a speaker. Like it or not, we are judged in part by how confident and capable we are in presenting our ideas and ourselves, and for many, this is a vexing career issue. In his guest post, Jeff will share his thoughts and even offer a helpful free booklet for download, filled with ideas on how we can all improve our confidence and executive presence.
I love the post, Art. I think when your friend despaired, he was really thinking about the way that companies select, train, support and develop leaders. We know that in far too many places they do a simply awful job. The result is that most people who aspire to become bosses or senior level bosses have to do a lot of the work on their own.
That’s why I think the work to improve the quality of bosses needs to have two thrusts. One is to help individuals decide if be responsible for a group is for them and then developing the toolsets and mindsets they need to succeed.
The other thrust is toward helping companies select, train, support, and develop the people who lead their teams at all levels. They can provide opportunities, structure, suggestions, and help.
Which leaves you and me with the role of Spirit Guides.
Great thoughts, Art. Leadership style is contagious. There are fewer folks practicing good leadership, but it is infectious, and it will continue to spread slowly. I always teach from the premise that the most of us are working for lousy leaders. You do what you can do, and that’s all you can do.
Wally, lead on. In this case, I’m a happy follower!
Brett, you are right. Although I have to keep operating with my view that one by one, we can make a difference. I’ve grown noble in my advancing age!
Thanks to both of you for adding your always welcome and thoughtful comments.
Art
If we all employed your friend’s point of view, that would probably produce even more incompetient idiots! No offense to your friend, (because he does have a point), but I think excellence tends to rub off on people who are educated, open-minded and motivated enough to understand the importance of being a great leader, and the responsibility that comes with it. I believe a leader is someone who inspires people and ideas, among other things. To answer your question, I am: 1) Reading your blog for inspiration. and 2) Trying to lead by example by being a moral, honest and fair person in both professional and personal life every single day.
I don’t agree with your friend that “incompetent idiots” will end up in positions of responsibility because they won’t be hired if management does think they can train them to be good leaders (we hope). There are some people who don’t want to lead but the ones that do I believe can become leaders, and good ones at that.
To answer your question in my position we promote team managers from within the team. It generally takes about three months before we promote interested parties. During that 3 month period we start b identifying if they are ready to be a supervisor. Then we have them take shadowing shifts to shadow current supervisors. During this time we are internally evaluating each candidate and we discuss with them their strengths and the areas they can improve. We are usually very straight forward with them. They spend the next two months working on those aspects.
With the current supervisors we are constantly doing leadership trainings. They have to discuss the pros and cons of each others leadership styles. This is one of the most powerful tools we use to develop each others skills.
Thanks you for this one!
Great post! Very few leaders are great leaders, so when you find one, they tend to stand out and people are drawn towards them. One step at a time, leaders will either follow suite improving upon weaknesses or they will continue to walk down an unsuccessful path which many have taken. A great leader has a contagious energy which trickles from the top down, empowering a culture of success. The current battle maybe lost, but over time, more and more great leaders will develop, reversing the current norm.