Leadership development is a vital, valuable tool that guides and engages with the leaders of today so they are better prepared for the challenges presented by the organisation of tomorrow. Those who manage others need to be flexible and adaptable; capable of leading themselves and those in their teams or departments. It is a challenging role and one that requires support from other leaders, staff and the organisation as a whole. This is the role played by leadership development initiatives.
The need for a differentiated leadership is required for a demanding world and those at the helm need to learn how to influence others and organisations with agility. The systems or programmes in play, designed to support the leader in growth and development, must be assessed constantly and consistently.
Leadership development has to be measured by its effectiveness and how it changes leadership behaviour, not only by what the leaders will recall from the training experience, but also what they put into practice over an extended period of time. There are questions that need to be asked throughout — is the course equipping people in the organisation with the ability to readily respond to unanticipated changes in the business?
Do they entrench a willingness and readiness among employees and teams to become accountable and take initiatives? Do they understand the critical success factors at play?
There must be a structured process that produces sustained performance and which creates a clear understanding of the critical success factors that have to be considered to ensure lasting change in the business. Those who undergo the development programmes can then be assessed correctly and given the right tools to progress through the organisation.
This also improves the retention of key members of staff, whose abilities and talents are invaluable, through rich programmes designed to boost their abilities. These solutions allow employees to become increasingly loyal to the business and more inclined to support it well into the future.
Throughout the development of any leadership programme there is also the need to have an accurate understanding of how leaders are defined, as this underscores their importance to the business and how the business perceives them and their worth. At Accenture they serve as role models who live the core values of the business, adhere to the code of ethics and bring the “Accenture Way” to life.
In addition to this, they drive high performance and visibly demonstrate critical leadership attributes to meet business outcomes impacted by sustainable value and engage people while generating growth.
A well-balanced leader focuses on client- and market-relevant demands, becomes an innovator, a trusted advisor and competitive warrior who greets opportunities with enthusiasm. Other qualities that define a great leader include the ability to navigate through long- and short-term agendas, global experience, connected networks, intellectual curiosity, naturally collaborative with high EQ (emotional quotient) and IQ awareness and the courage to try new things and to adapt to changing situations. Leaders always try smarter rather than try harder and adhere to non-negotiable standards of performance — both their own and those of the business.
Leaders can be crafted and created. They are not born, they are made. Organisations can take their employees and support their development to become the next generation of pathfinders, innovators and leaders or they can leave them to find their own paths and ultimately cause them to fail. Businesses can deliver ongoing coaching and continuous feedback, and provide people with the tools they need to effectively lead themselves, others and organisations. There also must be a transfer of greater developmental ownership to the individual, as people develop more swiftly when they feel responsible for their own progress.
Another important factor that needs to be considered in the development of leaders is to have a greater focus on collective rather than individual leadership. The reason for this is that leadership is a collective process that is spread throughout networks of people and ignoring this will only hamper growth and development, rather than enhancing it. Leadership development methods must increasingly focus on innovation in leadership, looking to the future and what it may bring and finding ways to take advantage of it — and using this to drive the business even further.
Creating the leader of the future requires more than just a course, programme or an initiative; there must be personal qualities and ethics that are upheld by the individuals themselves, which define them as leaders. Those include authenticity, fearlessness and an awareness of personal strengths and weaknesses. In addition, leaders must be obsessed with their clients and how they can improve and drive client processes and interactions. Add to this collaborative skills, the ability to clarify ambiguity and competence, confidence and charisma, and you have a mix that is both potent and dynamic. The strengths of a great leader will ensure that they leave a legacy behind them that is driven by innovation, market relevance and a rich personal brand.
Developing leaders is essential to the success of any organisation. The people that are handed the tools they need to thrive and grow and who are recognised for their passion and loyalty will ensure that the business is on track to follow suit. Leadership development is a commitment by the organisation to their employees’ futures, and one that has enormous potential. The right training will ensure that those who lead the organisation are those who have its best interests at heart and who understand the value of its people. Training, development, support and guidance will see the leadership qualities within each person truly shine and grow, and the loyalty this engenders will ultimately see the business benefit through retention and dedication.