LEADERSHIP TALENT DEVELOPMENT
Singapore - Companies have to start defining a clear leadership strategy before they allow change to overwhelm them and all it takes is getting leaders to answer a few questions.
William Pasmore, organisational practice leader at Center for Creative Leadership, says companies need to think about their leadership strategy in terms of their future business goals. Defining a clear leadership strategy requires the company to first understand its business strategy, followed by employing the right talent to execute that strategy, Pasmore says. Then HR can develop the leaders the organisation needs to implement that business strategy along with creating the right culture so "the organisation is designed to produce the right outcomes".
The first approach in building a leadership strategy, says Pasmore, is getting a group of 10 to 12 leaders rom different levels across the organisation together. Get them to answer questions based on what's happening in the organisation to list out the actions needed to define the leadership strategy, he says.
According to Pasmore, the present group of leaders need to ask themselves these: How many leaders do we need? Where do we need them? What are their capabilities? How are we going to develop those leaders we need and what kind of culture do we want those leaders to create? Is there diversity among the leaders? Can these leaders work together to create the capabilities the organisation needs for success?
Besides integrating development programmes, individual coaching and engaging talent in strategy-related projects, HR needs to keep an eye on any gaps in the leadership strategy. Pasmore says the organisation should use a feedback process to help leaders understand their strengths and weaknesses so they can put together a personal learning plan aligned to the strategy and work on their development areas.
Another thing to look at is the talent review process, says Pasmore, even though most organisations these days do have processes consisting of individual performance reviews and sharing the outcomes at the top level. He says, "A good talent review process can help bring consistency because all leaders involved can start calibrating with each other on the important messages and the organisational expectations."
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