With too few exceptions, the effective leadership deficit is rampant in all sectors of the global community, in politics, commerce, community and family.
Exacerbated by the fourth industrial revolution – artificial intelligence and robotics; by value chain disruption and the failure of traditional political and business models, there has never been a time when effective leadership is needed more.
Gallup says 82% of management hires are the wrong fit.
A recent survey by LinkedIn of Australia, New Zealand and the Asia Pacific shows that 69% of businesses are pessimistic about finding needed leadership talent, whether from inside or outside.
To overcome the challenge a holistic strategic approach is required.
I believe they must focus on these four targets:
- Leadership Selection
Most damage has been done in this area. Leaders in commerce are traditionally selected for their technical or operational expertise, not their people skills – yet people skills are the most important.
I recently had the task of helping a globally recognised technical expert improve his leadership skills. I asked him how long it took him to become a technical expert of such standing. He said ‘My whole career”.
I then asked him how long he thought it would take to become a people expert. He nodded and said “Longer”.
Leadership selection is a crucial first step. The effort in selection must combine scientific rigour and pragmatic process focussed mainly on people skills.
- Leadership Development
It is ridiculous to imagine that a two or three day or even three-week course on leadership will turn out an effective leader.
Yet that is the average amount of time leadership programs run for.
Leadership is a lifelong learning journey and must be constructed so that the learning is mainly a supported workplace experience.
Too often senior leaders appear to have stopped learning and are stuck in dysfunctional ways.
Leadership development programs must be designed and delivered by experienced leaders, not theory or model driven students of leadership.
Desirable outcomes in the government, workplace and community are the best measurement of effective leadership development, not an accreditation or a certificate of completion.
- Leadership Performance
Allied to leadership development, leadership performance is crucial, not only for individuals but also the entire leadership team.
Too often we see individual performance eroded by the leadership team not really being a team, confusing their organisation with mixed and conflicting messages.
Little or no attention is given to ensuring leadership teams are effective performers.
- Leadership Retention
Even when an effective leader has been present, they are most often replaced by someone less effective.
Strong leaders have a legacy of not choosing or developing an effective successor.
Succession planning and practice is crucial to ensure sustainable viability.
The sudden loss of a leader, through resignation for better opportunities, or retirement can leave an organisation is disarray and vulnerable.
Effective succession and retention plans are essential yet appear to be neglected or an afterthought.
One could write a book on each of these targets, in fact there are already libraries full of them.
However, there are too few organisations that have deep strategic plans that are effectively executed in these most crucial areas in these most crucial times.
What do you think?
Photo credit: Benjamin Child
