(Part 1)
Many organizations I’ve worked for or advised have had fine performance evaluation processes for senior and mid-level employees. They had subjective performance reviews conducted by supervisors, usually coupled with employee self-evaluations. Some tied performance reviews to financial incentives, measuring performance by success in meeting predetermined, objective personal work and organizational goals. In some cases, the incentives were triggered (or not) by meeting an organizational profitability goal beyond the employee’s individual ability to influence directly.
One organization used the performance reviews as the basis for senior management to plot their managers’ relative potential to advance in the organization. Occasionally, I also saw managers tested for personality types (Myers Briggs) or to determine how people inside and outside of the organization perceived their leadership strengths and weaknesses (360 Degree Leadership).
These well-intended practices were only indirectly and episodically aimed at helping senior and mid-level managers gain leadership skills. Yes, most organizations encouraged and some required managers to select from, and take, a variety of educational courses and reimbursed managers for continuing education essential to maintaining professional licensure. But, leadership development was simply not a strategic organizational priority that translated to an organized, well-resourced program with a goal of helping managers become first-rate leaders.
This has baffled me. What could be more important than developing a cadre of strong future leaders? After all, leaders create new organizational value. Developing a bench of leaders in waiting is essential to senior leadership succession planning. And, what a great morale builder for managers who are made to feel valued by a caring organization willing to help them build leadership skills.
Of course, some managers who develop into leaders will be recruited elsewhere. However, grateful leaders who go elsewhere may end up repaying the organization that invested in their leadership development as future business partners, promoters, board members, investors or donors.
The next “Rounding Third” (#16) addresses what to cover in a leadership program.