Each group and each youngster are different. As a leader or coach, you get to know what they need - Mike Krzyzewski
Mentoring Future Leaders: Setting the Framework for Success Within an Organization!
The best executive is the one who has sense enough to pick good men (women)
To do what he (she) wants to be done, and the self-restraint to keep from meddling.
With them while they do it.
Where have all the leaders gone? Where can you find an authentic leader today? The state of leadership within organizations is critical, and how senior leaders decide to act now will dictate what we experience tomorrow!
To listen and observe senior leadership today, whether within the military (alarmingly, far too many senior officers are no longer aware of basic functional operations they are tasked with nor capable of running around the block without a needed trip to a hospital), within government (managers appear incapable of getting employees to work together and accepting an environment of dysfunctionality as you can’t get rid of a bad employee without a seemingly act of Congress) or within the business place (whereby a protectionist mindset to keep one’s job by mid-level managers causes a guarded interaction with others), would lead an outside observer to conclude that leadership development is evaporating baronesses very eyes.
Far too often, great followers and future leaders are hampered by poor and ineffective organizational leadership development programs and opportunities. Recent studies by the American Business Institute and reinforced by a client survey by JMI revealed some powerful reasons that this mindset may be breeding.
Shockingly, survey data consistently revealed that the first mindset of a man, when promoted in the workplace, is around the theme of what I must do to get the next promotion and how fast. Whereby the first mindset of women enabled in the workplace center around what is expected of me in this new position to succeed.
A simple solution is to set up an environmental mindset of growing successful future leaders and placing present leaders on notice by actively participating in a Leadership Mentor Development Program. Some practical guideposts for designing a practical Mentoring approach to cultivate and grow true leaders are to:
1. Select solid performers (not political lackeys) with at least two direct report positions removed from the individual to be mentored. This positional space between the mentor and the mentee allows for more significant interaction and giving on the part of the mentor.
2. Allow the relationship to be formal (measurement protocols and assignments) and Informal (conversational and relationship-driven) in contact.
Three. Have predetermined aims for mentor and mentee and a drive to measure and hold all parties accountable.
In their efforts to remain competitive in the past, most organizations have created various problems in the present by expecting great leaders from within to step forward and lead teams to greatness. By creating competition environments, individuals have seen that what gets rewarded is what they will do. For most, this seems to be how I attract the spotlight directly to me and at me in a favorable manner and do so at any cost.
The costs of the past will pay heavy penalties in our future unless senior leaders remove reality blinders and institute rigorous developmental programs to ensure a prosperous future.