on-the-job experiences of most people actually seem to undermine the development of the attributes needed for leadership. p. 93
I. preparing people for small- and medium-sized leadership jobs pp. 93 & 96
II. developing people for important leadership positions p. 96
III. create a corporate culture where people value strong leadership p. 96 I. Small and medium leadership jobs Recruiting people with leadership potential
Managing their career paths
Provide significant challenges Early in career Learn by experience Learn a range of skills and perspectives Learn how change is dealt with
Broadening Occurs before being put in a leadership position Methods Lateral career moves Early promotions to broader assignments Special task-force assignments Lengthy general management course
I. Small and medium leadership jobs (cont.) Broadening includes Breadth of knowledge Network of relationships
Successful corporate efforts Put emphasis on creating challenging opportunities for relatively young employees Decentralization pushes leadership needs lower in the organization Create many small units Stress growth of new ventures within the corporation
II. Important leadership positions Senior executives must Spot young people with potential
Identify what is needed to stretch and develop them over a long period of time
Methods senior executives should use Spot Make young people visible to senior management Senior executives judge potential and development needs Share conclusions among themselves
Plan for stretch and development Formal succession planning or high potential development process Key ingredient an intelligent assessment of what feasible development opportunities fit each candidates needs. p. 96 II. Important leadership positions (cont.) Motivation of senior executives
Leader identification and development must be rewarded Not formal compensation But a factor in promotions
When told that future promotions will depend on their ability to nurture leaders, even people who say that leadership cannot be developed somehow find ways to do it. p. 96 III. Leadership culture Effective leadership training helps create a corporate culture where people value strong leadership and strive to create it.
Needed More leaders more people to develop the cultures that will create that leadership. p. 96
Institutionalizing a leadership-centered culture is the ultimate act of leadership.