25 Jul IT’S TIME TO FACE THE RISKY TRUTH. YOU HAVE A CRITICAL SHORTAGE OF LEADERSHIP.
I have been working with leaders and organisations around the world. And what I see day to day, is what is evidenced in research. There are not enough effective leaders in organisations, at any level. And people in our organisations do not believe those in leadership roles are equipped to lead into the future.
There is a crisis of leadership.
There are two distinct needs that are more apparent now than ever:
1.
Organisations need leaders with the capability and experience which enables them to be effective in their role as leaders. To be effective as leaders in the role of leadership.
2.
The second distinct need is organisations need enough people with this leadership capability at all levels of the organisation.
Without satisfying both needs, you have a leadership shortage. And this shortage of leadership puts your entire organisation and all its people at risk. Not to mention the rest of your ecosystem of suppliers, customers, and other stakeholders.
What happens when there is no successor for a key role or roles? Or, no successor for the successor? What happens when there is a new opportunity for the organisation, yet we have no one ready or available to lead it? What happens when our industry takes a turn, and we are not leader ready to take advantage of it? What happens when we face a crisis, and we do not have the leaders capable to lead through it?
Being a responsible leader, particularly if you are in a strategic or senior leadership role, means taking the responsibility to grow more leaders as a strategic imperative. Prioritising this as part of your daily, weekly, monthly, annual focus.
Putting specific time, effort, thinking, and investment into growing leaders with the right kind of capability. And enough of them to satisfy the needs of the organisation, not just now, but in the future too.
Part of this is understanding the current leadership requirements and the requirements for the future. This means considering your capability requirements and understanding the state of your leadership talent pipeline right now. What does your organisation succession plan look like on an organisation-wide basis today? This is the current state.
Then you need to consider what you need. This is about understanding what you need right now, both in terms of capability and in numbers, and what you need in the future.
Once you understand this, then you can begin to assess the gaps. The gaps in overall numbers of people, and the capabilities and experiences these people need. What is the capability and resource gap?
And what are the future needs that are not yet met?
By being honest about the current state and the true needs of the organisation, you can begin to develop a strategic leadership development plan that addresses these needs.
This is more than a one-day workshop.
It is about creating leadership capability across your organisation for now, and to support your future.
Leaders who are able to know, be and do leadership. This requires consistent focus, learning, practice, and application every day. Becoming good at anything requires this level of consistency and focus. Why should leadership be any different?
Building strategic leadership capability that supports your organisation’s needs now and into the future is more than a one-time activity.
It requires thought. It requires effort. It requires consistent focus and activity.
It all starts with being honest about where you are right now and what you really need. Then you can develop a plan. Once you have a plan, you need to execute it.
I’d love to know your thoughts.
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