Traditional leadership development processes aren’t delivering on their promises. It’s time for a new approach to finding and developing the kinds of leaders businesses need for a complex and uncertain future.
Ram Charan, distinguished professor and advisor to corporate boards, presents the Apprenticeship Model — a remedy for the leadership crisis — in his recent book, Leaders at All Levels.
Having observed how leaders develop (or fail to do so) over several decades, in hundreds of organizations, he concludes:
· Not everyone can become a leader. No amount of classroom instruction can supply leadership qualities. Leaders think and act differently. We can recognize future leaders if we know what to look for and sharpen our powers of observation.
· Leadership ability is developed through practice and self-correction. People who have the right talent can accelerate their growth as long as each new job assignment helps them build their core capabilities and acquire new ones, provided they’re given timely and precise feedback.
· The CEO job requires giant leaps in learning. Leaders will not be prepared to lead large companies unless each job experience is much more complex than the one before.
The Apprenticeship Model for leadership development requires us to spot leaders early and put them in situations that drive them to grow fast. People with the right talent and high potential must embrace opportunities to learn by doing: practice, feedback, corrections and even more practice.
Leadership development is no longer a discrete activity run by HR staff; it’s an everyday “contact sport” that’s fully integrated into the fabric of a business. Line leaders play a central role in providing the necessary practice and feedback.
Early Recognition of Leadership Talent
Companies have to ensure that potential leadership talent — wherever it’s found — is spotted early and developed thoroughly. Those with high potential to succeed at the highest levels should be:
1. Allowed to spread their wings early
2. Encouraged to move in big leaps
3. Given a variety of challenges tailored to their particular strengths and developmental needs
4. Closely watched to see which talents prove reliable
5. Observed for limitations that may be emerging
6. Given ongoing feedback on every aspect of leadership
7. Given feedback on business and people issues by leaders with business savvy who are close to the everyday work environment
All Levels Participate
The Apprenticeship Model requires high participation from leaders at all levels. Managers and executives should devote 20% of their time to developing future replacements. At the same time, they should look for opportunities to develop their own leadership capabilities.
