1. Assignment
Of
ORGANIZATION BEHAVIOUR
on
Tomorrow’s leaders today
Submitted to:- Ramachandran
Submitted By:- Remya Nair
2011-31-112
3rd Sem MBA-ABM
2. Organizations want to know where their future leaders will come from,
and if there is any value in tried-and-true practices. The business environment is
changing so quickly we may need new, more innovative approaches. Many
organizations realize their bench strength is not likely to deliver the talent or
numbers required. According to “Your Organization’s Bench Strength —
Succession Plan,” an American Management Association Enterprise survey
conducted this year with 1,098 senior leaders and human resource professionals,
the leadership pipeline for most organizations is not particularly strong. Most
respondents were critical of their organization’s bench strength. Less than half
consider their own company’s pipeline adequate and just 10 percent think it is
robust.
How to Spot a Future Leader
Every organization should take steps to prepare future leaders, at
least in the near term since many employers find it impossible to look more
than two years ahead. Traditionally, organizations have looked at their
vertical hierarchy — executives, senior managers and front-line managers
— to identify those with the potential to move up. But today, they must be
willing to look more creatively. Some of the best people may emerge from
the individual contributor ranks or from team configurations, which are
now critical in today’s matrixes organizations.
To identify future leaders organizations may need to use an array of
assessments, including performance reviews from managers and peers and
self-reviews. They need to look carefully at their present talent via
competency and predictive-based assessments, 360-degree feedback and
assessments. They also must look at performance results for individuals
not already part of the vertical hierarchy.
3. High-performing companies recognize the importance of finding
talent a few layers down, not just among those clearly destined for the C-
suite. Further, high-performing companies will deliberately try out
leadership candidates on assignments where they interact with executives
a level or two above their own. Such visibility is mutually beneficial, and
may come via task force, cross-functional assignment or other experiential
learning activity.
Varied Development Key to Success
Those identified as potential leaders may be developed in a variety of
ways: mentoring, coaching, stretch assignments, a variety of learning and
development initiatives or cross-functional teaming. To determine the right
types of development talent managers should consider corporate
performance and business gaps, and benchmark skills and knowledge areas
in other high-performing organizations. The next step is to design
initiatives to close the gaps. These may include coaching, specialized
training, action projects or cross-functional work experiences. Finally, it’s
important to recognize and measure desired behaviors, isolate challenges
and measure success.
Leaders certainly have seen outlines of the characteristics or
competencies for future leaders. They are expected to be ethical, agile and
adaptable, technologically aware, committed to transparency, financially
adept, skilled communicators, innovators, continuous learners, devoted
team players, authentic in both style and substance, and the list goes on.
