"The demand for new leaders is rapidly outgrowing the supply that has been created," write Annette M. Cremo and Tom Bux in the October 2017 issue of TD at Work. "This problem is getting larger and will cause a seismic shift in how companies operate."
Forward-thinking companies are beginning to groom their leaders of tomorrow from their internal supply of high potentials.
The authors of "Developing a Leadership Pipeline" advise current leaders to answer the following questions with respect to their organization:
- Who will champion the high-potential leadership program?
- Will the program we are envisioning be a good investment for our organization?
- Will the program benefit the organization both in terms of talent development and sustainability of leadership?
- What specifically should we include in the curriculum?
- Will we have leaders who are willing mentors for the high-potential employees in the program?
Cremo and Bux urge leaders who are developing a program to identify the most critical knowledge and skills gaps, as well as the desired impact of the training content—for both the participants and the organization as a whole.
Keep training methods active and use a combination of delivery methods that will increase the likelihood of learning transfer to the job. Also, as you design training, make sure you value the experiences the participant has within the organization and incorporate organizational examples into the training materials.
These tips were adapted from the October 2017 issue of TD at Work.