Listen to Les McKeown read this blog post:
Most growing organizations reach a point where the concept of leadership needs to move from being inherent and presumed, to becoming something more structured and planned.
It’s at this stage that many organizations first establish a leadership development program – a formalized or semi-formalized process of developing future leaders, usually by a combination of teaching and mentoring/coaching.
The literature surrounding the design of leadership development programs is immense (here are the 5,090,000 Google results alone), and the debate about what makes for a successful program can get heated.
But when it comes to developing the right kind of leaders, I’ve noticed one fundamental flaw recurs much more often than any other...
Sounds arcane and obtuse, I know, but bear with me.
Here’s what I mean: Most leadership development programs are based on an underlying set of core competencies – the skills, behaviors and attitudes that we want our newly coined leaders to exhibit.
After all, if we’re going to develop leaders, we’d better first establish clearly what sort of leaders we want – right?
And this is where the question of ‘tense’ arises.
"When it comes to developing the right kind of leaders, one fundamental flaw recurs much more often than any other... the leadership development is conducted in the wrong tense." - Les McKeown, Founder and CEO, Predictable Success
You see, most organizations (whether they do it by themselves or hire a firm of consultants to do it for them) identify their set of core competencies – the foundational building blocks of their leadership development – by asking a version of this question:
What skills, behaviors and attitudes do leaders need, in order to succeed in this organization?
Take a look at that question, and see if you can spot the inherent flaw.
It lies, as I have hinted already, in the tense in which it is asked. The question presumes that the organization’s current state will continue. It predicates a definition of leadership that maintains the status quo.
In essence, it will result in a program that develops leaders much like the leaders we already have.
And that may or may not be what we need for the future. To succeed in changed circumstances - to grow your organization beyond what it is now, you need to change the tense.
In the leadership programs I develop, we start with a question which is:
(a) couched in the future tense, and
(b) centered on the organization, not on the individual,
What skills, behaviors and attitudes do leaders need, in order for this organization to succeed in the future?
Grab your noodling tool(s) of choice, and try answering that question for your own organization, specifically focussing on those leadership skills you and your team haven't developed yet, but which you will need to grow and thrive in the future.
Even if you’re not considering developing a formal leadership development program, I think you’ll find the answers revealing and challenging.