To compile data for High-Resolution Leadership, DDI examined more than a decade of real behaviors observed during its "day in a life" leadership simulations. It reviewed data from approximately 15,000 candidates being considered for leadership roles, ranging from the front line to the C-suite and representing more than 300 organizations across 20 industries in 18 countries.
The data reveal that executives are more equipped to focus on some challenges: improving quality, building relationships, and focusing on customers and efficiency. But even these numbers aren't great. Little more than half of those studied are prepared to build strategic partnerships (59 percent), and even fewer are ready to cultivate a customer-focused culture (56 percent).
What's more worrisome is that the report indicates that execs are far less ready to navigate the ambiguity that comes with more strategic challenges such as building or reinventing brands, markets, organizations, and cultures. About one-quarter (27 percent) are equipped to shape organizational strategy, and only one in three executives have the know-how to enhance organizational talent. "Given the speed of change, executives have some catching up to do," writes DDI.
So, how can organizations better prepare their leaders for business challenges? High-Resolution Leadership offers three recommendations:
- Don't just assess leaders, assess context as well. Taking the time to objectively assess both enables an assessment of fit and reduces the risk of mistakes.
- Align skill and personality requirements with context. This means assessing business-driver readiness with multiple competencies and personality characteristics that interact with one another.
- Contextualize skill development efforts. Efforts to accelerate the growth of leaders should train them to apply newly learned skills to the specific challenges and needs an organization faces today and may face in the future.
Read more from CTDO magazine: Essential talent development content for C-suite leaders.
