EOC Perspective
Topic: Developing Hidden Leadership Potential Is there a leadership gap?
How well are we doing at developing the next generation of leaders? According to several sources, not very well, or certainly not fast enough to replace the anticipated departure of key leaders in government, industry and in the professions due to retirement. This gap may seem puzzling given the thousands of guides and growing number of training programs devoted to leadership development. However, it can be daunting to sort through the leadership mythology, numerical formulas, successful CEO templates and sophisticated training options to identify the best development models for our respective organizations. How can we develop future leaders?
After many years of coaching and mentoring young professionals, I have reached two key conclusions about leadership development. First, we need to establish a clear distinction between effective leadership skills and the trappings of leadership—power, position, titles. Second, if we begin early enough with a phased approach to leadership development, we cut our costs, boost morale and productivity, and produce a broader pool of future leaders by fully cultivating individual hidden potential. This approach acknowledges that our best leaders may not necessarily be our “star” performers, that different competencies may be involved. What do we look for in successful leaders?
Two common themes among those discussing leadership skills are: vision and the ability to inspire people. Qualified leaders are typically good strategic thinkers, with the ability to assess strengths, weaknesses, challenges and opportunities realistically in shaping a compelling vision. They back that vision with personal integrity and respect for the contributions of others in realizing it. People can accept risk, even to their personal safety, if the leader makes it appear reasonable, meaningful and mutual. The best leaders provide clear direction, not autocratic directives. Developing professionals begin cultivating their leadership potential when they learn the difference between a demand and a request, between tolerating average performance and setting clear expectations, between offloading and assuming responsibility for a misstep, and between popularity and respect. They also need to integrate their own quest for personal performance excellence with the ability to encourage best efforts in others, recognizing that individual achievement should never come at the expense of other colleagues or the organization. How can we provide a manageable path for developing leadership skills?
We can begin as early as possible. For most organizations, the first opportunity comes with the intake of new professionals, e.g., new associates at a law firm. Although some authorities make a distinction between management and leadership skills that is useful in ensuring healthy leadership development and succession, initially management skill mastery provides a logical path for making the transition from valuable individual performer to effective organizational leader.

• Self-management—Training and development opportunities at the launch of a professional career should emphasize active career management, time management and organization, communication skills, research and analysis, resource management and other individual skills that complement intelligence and technical expertise. The goal is individual ownership in delivering one’s best professional work product.
• Managing Others—Another early management skill development area is the ability to work well with clients and supporting staff. How do you control client expectations, communications and work product delivery to win client confidence and loyalty? How do you secure cooperation and high quality performance from your assistant or other staff who can affect your ability to meet performance expectations? Typical skill development areas at this phase include client interviewing, client management, conflict resolution, delegation, negotiation, and delivery of performance feedback.
• Managing Projects—Success in managing increasingly more complex projects is good practice for the strategic analysis required in leadership roles. It also creates awareness of the details involved in implementing a broader vision. An early project may involve a modest scope and short time frame, such as publishing an installment of a firm newsletter. Other projects, such as a major litigation or learning management system integration, can take years and involve team management skills. As projects become more complex, they require a more extensive set of management skills such as task and scope analysis, implementation planning, budget management, resource allocation, workflow design, scheduling, change management, risk management, issue resolution, and evaluation and reporting.
• Managing Teams—Successful team management involves the mastery of a deep interpersonal skill set that a leader can use to enlist support for his or her vision. At this phase, an organization can benefit significantly from investing in developing the following skills in team managers: coaching, mentoring, modeling, supervision, collaborative goal-setting, meeting management, schedule management, change management, task definition and assignment, delegation, communication skills, conflict resolution, negotiation, collaborative problem solving, professional development, and performance feedback and recognition.

A progressive sequence of more complex management responsibilities offers an incremental path for preparing to assume key leadership roles instead of a late leap to fill succession gaps. Not everyone will successfully complete the journey, but the process ensures no hidden leadership potential is overlooked. It also promotes enhanced management at every level as professionals receive more development support in acquiring relevant skills. And it creates appreciation among colleagues for the exceptional talent of those who clearly standout as they step up to each new level of responsibility.

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