How to Grow Leaders - The Seven Principles
Principle 1
- Training for Leadership
Principle 2
- Selection
Principle 3
- Line Managers as Leadership Mentors
Principle 4
- The Chance to Lead
Principle 5
- Education for Leadership
Principle 6
- A Strategy for Leadership Development
Principle 7
- The Chief Executive
Principle 1
- Training for Leadership
Key Points
? A natural starting point for an organization that wants to grow leaders is training. Not middle or senior managers but team leaders. The cardinal principle in leadership development is never to appoint someone a leader without the appropriate form of training or preparation. Are you applying it?
? Team leaders are at the base of a natural pyramid. They are the seedbed from which operational leaders come, and they in turn beget strategic leaders. The natural 'window of opportunity' for training leaders in the generic role/functions/qualities of leadership is when they are on the threshold of becoming team leaders at work for the first time. Miss that opportunity and you may have missed the boat.
? The micro-principles and hallmarks of effective team leadership training are well established. With the exception of the Services, however, they are little understood and not practised. Therefore poor leadership is the normal condition in organizations.
? Middle and senior managers who have had no good formal or informal leadership training when young seldom make up the deficiency. It is too late. Remedial programmes in the form of 'sheep dips' have only a very limited value, often not much more than salving the consciences of the HR department or as political tools to keep the government happy. They are seldom rigorously evaluated.
? The chief error that most organizations - I mean here their top strategic leadership teams - make in this field is that they do not think and think until it really hurts. Lacking any clear thinking about leadership and how it relates to management, they are at the mercy of the winds.
? Operational and strategic leaders who have been trained and tested at team leadership level do need further training/education-type experiences in leadership as part of their rites of passage: to review, to reflect, to recalibrate the Three Circles, to remind and to kindle again their torch of inspiration. Remember Seneca's words: 'Many might have attained to wisdom, had they not thought they had already attained it.'
Principle 2
- Selection
Key Points
? Growing leaders is not easy. Why not select people for leadership roles who already have a rich potential for leadership within them?
? Natural selection of leaders needs to be understood. Leaders are emergent, elected or appointed, or some combination of the three. A British prime minister emerges in his or her party, is elected by colleagues or party, and appointed by the Queen.
? Difficulty arises when electors or selectors lack first-hand knowledge of a candidate for a leadership role. The Qualities, Situational and Group or Functional Approaches taken together provide the necessary criteria.
? The Group or Functional Approach worked well in leadership selection. The WOSB method solved problems distinctive to the military field, but the underlying principle remains relevant today for assessing leadership potential.
? Leadership has neighbouring concepts living in the same street: the intellectual, communication and self-management galaxies of skills, qualities and abilities.
? Eclectic lists of 'competencies' drawn from these four constellations have value. But they need to be kept short and simple, which inevitably makes them more generic in nature.
? If an organization doesn't understand the key concept of leadership and its associated terms, it should not expect to be wise in its choice of leaders.
Principle 3
- Line Managers as Leadership Mentors
Key Points
? A mentor is a wise and trusted guide or counsellor, one who helps a person to grow in his or her role and responsibilities. A good leader begets leaders: they are natural leadership mentors.
? The natural way of learning leadership is 'on the job' - by practice - like an apprenticeship indentured to a master-artist, craftsman or practitioner. In this relationship the master is expected - it is part of the role - to give instruction. Why don't you teach the 'leaders for tomorrow' who work with you?
? 'Under the banyan tree nothing grows.' As this Indian proverb suggests, some so-called 'great leaders' stunt the growth of those around them. It is only by making others great that a leader becomes great.
? Line leaders as leadership mentors is a principle, not a system. It is a natural process, as old as mankind, so it doesn't need to be organized - merely encouraged. If you set an example as chief executive, it will happen as day follows night.
? Occasionally, your positive influence will have come at a decisive time, and a person anxious about leading will suddenly find a new confidence in themselves and an eagerness to accept the leadership challenge.
? The best teachers are also learners. As Chaucer wrote of one of his pilgrims: 'Gladly would he teach and gladly learn.' There is no point in talking if you don't listen.
Principle 4
- The Chance to Lead
Key points
? Leaders grow by facing and surmounting even more difficult leadership challenges. If organizations want to grow leaders - or at least create the conditions necessary for growth - they can do no better than to give potential leaders the chance to lead.
? That opportunity should be accomplished by practical help in the form of training and support. Training for leadership dramatically increases the likelihood of success. Learner-leaders at any level benefit from having a leader above them who can encourage and support.
? Individual and organization should put their heads together at least once a year to compare notes on 'career development' or promotion. If expectations can be matched and married, then there is harmony between the two sets of needs.
? We all need challenges in order to grow, not least leaders. 'By asking the impossible we obtain the best possible', says the Italian proverb. Stretching is painful, but it is the only way to gain stature.
? Not all specialists want to become generalists - leaders in their field. Those who do, however, need to think ahead and to prepare for tomorrow's opportunities.
? It is an error to think that promotion is the only way to grow as a leader. It is better to achieve excellence as a team leader than to sink to mediocrity at operational level.
For more Information:
Leadership Development, Strategic Leader, Power, Influence, and Persuasion,
Principle 1
- Training for Leadership
Principle 2
- Selection
Principle 3
- Line Managers as Leadership Mentors
Principle 4
- The Chance to Lead
Principle 5
- Education for Leadership
Principle 6
- A Strategy for Leadership Development
Principle 7
- The Chief Executive
Principle 1
- Training for Leadership
Key Points
? A natural starting point for an organization that wants to grow leaders is training. Not middle or senior managers but team leaders. The cardinal principle in leadership development is never to appoint someone a leader without the appropriate form of training or preparation. Are you applying it?
? Team leaders are at the base of a natural pyramid. They are the seedbed from which operational leaders come, and they in turn beget strategic leaders. The natural 'window of opportunity' for training leaders in the generic role/functions/qualities of leadership is when they are on the threshold of becoming team leaders at work for the first time. Miss that opportunity and you may have missed the boat.
? The micro-principles and hallmarks of effective team leadership training are well established. With the exception of the Services, however, they are little understood and not practised. Therefore poor leadership is the normal condition in organizations.
? Middle and senior managers who have had no good formal or informal leadership training when young seldom make up the deficiency. It is too late. Remedial programmes in the form of 'sheep dips' have only a very limited value, often not much more than salving the consciences of the HR department or as political tools to keep the government happy. They are seldom rigorously evaluated.
? The chief error that most organizations - I mean here their top strategic leadership teams - make in this field is that they do not think and think until it really hurts. Lacking any clear thinking about leadership and how it relates to management, they are at the mercy of the winds.
? Operational and strategic leaders who have been trained and tested at team leadership level do need further training/education-type experiences in leadership as part of their rites of passage: to review, to reflect, to recalibrate the Three Circles, to remind and to kindle again their torch of inspiration. Remember Seneca's words: 'Many might have attained to wisdom, had they not thought they had already attained it.'
Principle 2
- Selection
Key Points
? Growing leaders is not easy. Why not select people for leadership roles who already have a rich potential for leadership within them?
? Natural selection of leaders needs to be understood. Leaders are emergent, elected or appointed, or some combination of the three. A British prime minister emerges in his or her party, is elected by colleagues or party, and appointed by the Queen.
? Difficulty arises when electors or selectors lack first-hand knowledge of a candidate for a leadership role. The Qualities, Situational and Group or Functional Approaches taken together provide the necessary criteria.
? The Group or Functional Approach worked well in leadership selection. The WOSB method solved problems distinctive to the military field, but the underlying principle remains relevant today for assessing leadership potential.
? Leadership has neighbouring concepts living in the same street: the intellectual, communication and self-management galaxies of skills, qualities and abilities.
? Eclectic lists of 'competencies' drawn from these four constellations have value. But they need to be kept short and simple, which inevitably makes them more generic in nature.
? If an organization doesn't understand the key concept of leadership and its associated terms, it should not expect to be wise in its choice of leaders.
Principle 3
- Line Managers as Leadership Mentors
Key Points
? A mentor is a wise and trusted guide or counsellor, one who helps a person to grow in his or her role and responsibilities. A good leader begets leaders: they are natural leadership mentors.
? The natural way of learning leadership is 'on the job' - by practice - like an apprenticeship indentured to a master-artist, craftsman or practitioner. In this relationship the master is expected - it is part of the role - to give instruction. Why don't you teach the 'leaders for tomorrow' who work with you?
? 'Under the banyan tree nothing grows.' As this Indian proverb suggests, some so-called 'great leaders' stunt the growth of those around them. It is only by making others great that a leader becomes great.
? Line leaders as leadership mentors is a principle, not a system. It is a natural process, as old as mankind, so it doesn't need to be organized - merely encouraged. If you set an example as chief executive, it will happen as day follows night.
? Occasionally, your positive influence will have come at a decisive time, and a person anxious about leading will suddenly find a new confidence in themselves and an eagerness to accept the leadership challenge.
? The best teachers are also learners. As Chaucer wrote of one of his pilgrims: 'Gladly would he teach and gladly learn.' There is no point in talking if you don't listen.
Principle 4
- The Chance to Lead
Key points
? Leaders grow by facing and surmounting even more difficult leadership challenges. If organizations want to grow leaders - or at least create the conditions necessary for growth - they can do no better than to give potential leaders the chance to lead.
? That opportunity should be accomplished by practical help in the form of training and support. Training for leadership dramatically increases the likelihood of success. Learner-leaders at any level benefit from having a leader above them who can encourage and support.
? Individual and organization should put their heads together at least once a year to compare notes on 'career development' or promotion. If expectations can be matched and married, then there is harmony between the two sets of needs.
? We all need challenges in order to grow, not least leaders. 'By asking the impossible we obtain the best possible', says the Italian proverb. Stretching is painful, but it is the only way to gain stature.
? Not all specialists want to become generalists - leaders in their field. Those who do, however, need to think ahead and to prepare for tomorrow's opportunities.
? It is an error to think that promotion is the only way to grow as a leader. It is better to achieve excellence as a team leader than to sink to mediocrity at operational level.
For more Information:
Leadership Development, Strategic Leader, Power, Influence, and Persuasion,
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