Creating a leadership development program in any organization is a difficult task. This is especially true if you are starting from scratch. While some will surely become champions, the vast majority will remain neutral, if not skeptical, about such an endeavor. You won’t be able to properly integrate something into the culture until you can demonstrate measurable results. As a result, be prepared to work long and hard hours. Here are a few ideas to get you started:
Top-level executive commitment
When asked, most CEOs will say that their staff is one of their most significant assets. Surprisingly, many of them do not dedicate much time to “people” or “talent” management, as it refer to in larger corporations. If you look at any recent poll of companies noted for their leadership development, you’ll see that the CEOs of each of them devote a large amount of time to talent management, sometimes as much as 30% of their time. So, if you want to start a leadership development program, the most crucial thing to do initially is to acquire executive support from the top, from the CEO. He or she will need to devote a significant quantity of time to the effort. You will not succeed unless your CEO makes a significant commitment.
Request executive sponsorship for a steering committee
Once the CEO has agreed to join, ask him or her to sponsor a steering committee. Several additional CEOs and possibly some high-potential middle managers could be on the council. While it is OK to have an HR representation on the committee, the group should not be dominated by HR experts. This should be a committee comprise mostly of line managers with significant clout in the organization. They must be the “champions,” positioning this as a management-led initiative rather than another “HR program.”
Investigate your organization’s needs
Attempt to define your organization’s needs. Determine the important positions and the future requirements for filling them. If you haven’t already done so, start with roles that report directly to the CEO and one level down. Identify your high-potential candidates and strive to learn as much as you can about them. So, think of it like a supply and demand study, where the demand reflects your current and future needs, and the supply is quantified in terms of your “bench strength,” or the pool of potential candidates.
Investigate best practices
If your leadership development program is still in its early stages, encourage the steering committee to spend some time researching best practices. Given that these individuals will be the “champions” of your program, it is only logical that they are knowledgeable about current best practices. The Internet is a veritable goldmine of information. You may go on-site visits to other businesses in your area or use a conference call to chat with leadership development managers from large corporations. The great majority would gladly talk for an hour on the phone about best practices. You might also attend an industry or national best practices conference.
These are routinely held in various locations of the country and attend for a nominal conference fee. When you get insights into best practices from other organizations, you will have more credibility when pitching your recommendations to the CEO for approval. You’ll be able to behave confidently since you’ve done your homework.
Begin with a few significant initiatives that have widespread support and work your way up from there:
Determine which best practices will benefit your firm the most as you research them. Selecting and effectively implementing a few key activities can help create the groundwork for your program. After you’ve established a foundation, you can begin construction. Alternatively, if you start with a broad program that includes many projects, it may become overburdened. So, be truthful, don’t oversell the program, and focus on a few key activities that have the best potential for success. A strong leadership development program should be approached as if it were a long-term commitment.
Summery
These are just a few suggestions for get start with a leadership development program in your firm. Although you may be the program’s driving force, keep in mind that this is ultimately a “team” effort. You will need the backing of individuals within the firm, as well as the major commitment of your CEO. If you follow these guidelines, you will be off to a better start.
