THE ISSUE: Surviving the recession
OUR OPINION: It’s not too late for New Year’s resolutions to promote better management
When the recession will come to an end is the subject of much debate. More to the point, real life is happening daily while the economists pontificate. Companies are streamlining, cutting and looking for ways to be efficient even as they seek new business.
At no time are good management skills more pertinent.
Toward that end, it’s not too late for managers and executives to make New Year’s resolutions to beef up leadership.
Too many companies neglect leadership development. Studies by Development Dimensions International, a global human resource consulting firm specializing in leadership development and selection systems design, have shown that both employees and executives lack confidence in their companies’ leadership.
The root of the problem is that too many companies have built succession management systems but don’t truly support them, just as many people buy treadmills or exercise bikes then fail to use them. The only solution is for managers and executives to make and keep firm resolutions to develop their organizations’ talent.
Here are eight resolutions DDI says can build stronger leaders:
1. Make a leadership game plan. Determine what type of leadership your company will need in the future. Create a plan that identifies potential leaders, diagnoses their developmental needs, lists actions for development and measures progress. Linking it back to your business strategy is key.
2. Hire all-around athletes. Understand what skills, knowledge and competencies your team needs today and in the future. Hire those individuals who can play a variety of positions as your company grows and changes.
3. Test for success. To clearly identify potential and prescribe development, use appropriate tools such as assessment centers, simulations and paper and pencil tests.
4. Don’t get caught in a leadership “half nelson.” You or the leaders who work for you can be sabotaged by ignoring 11 “derailers.” Pay attention to potential leaders who might have these qualities, they could derail you and themselves. Derailers include: impulsiveness, low tolerance for ambiguity, arrogance, micromanagement, self-promotion, volatility, risk aversion, defensiveness, imperceptivity, approval dependence and eccentricity.
5. Make stretch assignments. Challenging job assignments or new projects will help new leaders develop more quickly. Give team members the opportunity to try out new positions.
6. Know the ropes of development. There are many ways to develop new skills, online learning, in the classroom, new jobs assignments, shadowing others, etc. The key is to understand which approaches work for the individual and the skills, knowledge or competencies that need to be developed.
7. Bring in the coach. The manager of a high-potential employee is not always the best coach. Seek out people who may have coaching skills and the competencies your high-potential team member needs.
8. Keep score. Most people can create a development plan, but of those that do 70 percent do not review and measure progress of development. If development isn’t happening or you don’t know if what is happening is effective, then new leaders cannot emerge.
DDI contends that effective development of managers and executives is one of the key differences between companies that are positioned for growth and those that are setting themselves up for failure.
And no one is working to fail.