Developing Leadership Talent
Truly successful leadership development ensures that the
following three factors are considered and maximised. Once
these have been considered you can start to explore what kind
of experiences would be useful in relation the employee’s
experience and level in the organisation.
- Firstly consider the leverage of employee relationships.
By ensuring your leadership talent is surrounded by high quality
direct managers, colleagues and direct reports you can
significantly boost their potential and likelihood of success.
Conversely, not taking advantage of this lever will significantly
increase the chance of disengaging potential talent and potentially
cause them to exit the organisation. Mentors can play an important
role in maximising this lever.
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Customised, structured and achievable development plans make a positive
difference to employee potential. Use the structure of the Smiths
Development Plan to assist you in this area. Click here to download.
You can also refer to the Smiths Leadership Development Guide that relates
to the Smiths Competency model. This contains some suggestions of targeted
development activities for each of the 8 competencies. Click here
to access this guide.
- When facilitating commercial developmental moves such as special projects or
cross functional moves ensure the experiences are structured around identified
key development elements such as people management skills, management of change,
problem solving, developing strategy or influencing. Identifying structured and
planned development around leadership skills whilst being in a role that provides
challenging commercial experiences is key to making the link between leadership
behaviour and execution
