Here's how you can foster the growth of future leaders in your organization.

Niall Saul has detailed a first-class ‘Roadmap’ for talent development. It would be difficult to argue with any of the suggested steps. However, an unspoken point (and this may sound ‘self-serving’) is each step along the way requires a depth of expertise to make it work. Developing key competences (for today & tomorrow), identifying people with potential and so on all presuppose high-quality HR expertise. If you don’t have access to this in-house, the best bet is to outsource this. When used judiciously, consulting support can add huge value. Independant, non-biased judgement in the talent development space offers a ‘sweet-spot’ - particularly to smaller companies that don’t have internal expertise in this complex space.

Establish core competencies of effective leadership for your organisation Identify those in organisation who have potential / capability to rise one or two levels in your org over next 2 years … and those who with effective development could be a candidate to operate at SMT in main company or a subsidiary . Build a development plan for each person identified … spread over 2/3 years based on their learning style not as a formal succession plan … but as part of your normal development agenda … monitor progress of those identified in terms of progress in exhibiting competencies required … report to top team and remuneration committee of board … to measure effectiveness of your selection methodology … and amend / adjust as required .

To foster the growth of future leaders in your organization, start by identifying talent. Look for individuals who demonstrate strong initiative, problem-solving skills, and a willingness to learn. Observe how they handle challenges and interact with others. Provide opportunities for them to take on leadership roles in projects and encourage mentorship and continuous development. By recognizing and nurturing potential leaders early, you can create a pipeline of skilled individuals ready to take on future leadership roles and drive the organization's success.

Focusing on identifying talent plays an important role in experiencing deserving growth and development. Remember encouraging employees to take on more responsibility can be a great way to unleash the leader in them!

Leaders looking for top talent, and employees who want to be top talent... here are some of the key attributes to look for/embody: 1) Adaptability - readiness to switch gears 2) Curiosity - wonderment to learn more 3) Problem-solver - ability to handle problems on their own 4) Proactive - drive to push forward 5) Good communicator - this is an all-around important trait

- Lead by Example: Exhibit the behaviors and attitudes you want to see in future leaders, such as integrity, accountability, and resilience. - Be Accessible: Maintain an open-door policy, making yourself approachable and available to guide and mentor potential leaders. - Share Experiences: Regularly discuss your own leadership experiences and lessons learned, offering insights that can help others navigate their paths

The most important example is integrity. This requires patience and humility. Lead with these three values; integrity, patience, and humility, and any other missteps will be easily forgiven and overcome. On this foundation, learn to apply responsibility like Bob Ross applied color. A little here, a lot there, until beauty emerges.

It is very easy to get stuck in silos instead of being more well-rounded in a business. It would be great if leaders were open to allowing people to explore other areas of interest. Perhaps supporting a shadowing program or letting people work in another position for a couple weeks or a month to get an understanding of other parts of the business.

- Offer Development Programs: Create or support access to leadership training programs, workshops, or seminars that enhance essential skills. - Mentorship Opportunities: Pair emerging leaders with experienced mentors who can provide guidance, support, and constructive feedback. - Encourage Continuous Learning: Promote a culture of ongoing education by encouraging employees to pursue additional qualifications, certifications, or knowledge in leadership.

Systemization and empowerment need not be mutually exclusive. Create clear parameters for decision making on every level. Then let people take responsibility. Leave room for people to make mistakes as they grow, then allow time for discussion about what worked and what failed and adjust as you go. This is the fastest and least expensive way for growing organizations to fail fast and learn faster. Recognize that most ‘training’ is best achieved while doing, not as an interruption to progress sitting in a room as a group but while the job is getting done.

Encouraging mentorship is important however, I would suggest to take this a step further to ensure your team has coaches, mentors, and sponsors. Coaches, mentors, and sponsors each play distinct roles in professional development. Coaches focus on specific skills and performance, offering targeted advice and structured training to achieve short-term goals. Mentors provide long-term guidance based on their experiences, aiding in overall personal and professional growth. Sponsors, on the other hand, are influential advocates within an organization who actively promote and create opportunities for their protégés, leveraging their power and networks to advance the individual's career. Each role is vital for professional growth and success.

Mentorship offers guidance, knowledge transfer, and the emotional support necessary for growth. Establish formal mentorship programs: Create structured programs that pair less experienced employees with seasoned leaders. These programs should have clear objectives and regular check-ins to ensure both parties are benefiting. Promote peer mentorship: Encourage a culture where peer mentorship is valued. This can include cross-departmental sharing sessions or team rotations. Lead by example: As a leader, actively participate in mentorship either as a mentor or by sharing your experiences with mentors. This demonstrates the value of mentorship and encourages others to engage in similar relationships.

Autonomy empowers individuals to take initiative, make decisions, and learn from their experiences. Delegate meaningful responsibilities: Provide opportunities for emerging leaders to handle significant projects or tasks. Create a supportive environment: Encourage an environment where taking risks and making mistakes are seen as part of the learning process. Use mindfulness techniques to teach how to handle failures calmly and reflectively, turning them into learning opportunities. Encourage self-directed learning: Support initiatives where employees set and pursue their own learning goals. This could involve providing access to courses and workshops or allowing time off for personal development.

In my experience, we can learn more from failure than from success. Failure gives us an opportunity to learn and try again. When I was in 9th grade, I remember learning a poem called "Try Again" which was my favourite at the time. It not only helped me accept my failures but also encouraged me to work hard and learn more. I always told myself, "It's okay, you can do it again."

Creating a comprehensive Leadership Development Program is good for every organization. What many of us forget to do, even with these potentials that exist within the organization, is sponsorship. Beyond coaching and mentoring, I believe sponsorship is the next best thing to do. We have many potential leaders who are intentional about their growth and development but may not be acknowledged or recognized. Sponsorship brings out these people and this is a huge opportunity to foster their growth and development.

Fomentar el crecimiento de los futuros líderes en tu organización es esencial para su éxito a largo plazo. Primero, identifica el talento emergente observando a los empleados que muestran iniciativa y habilidades interpersonales destacadas. Ofrece oportunidades de desarrollo como cursos y talleres enfocados en liderazgo. Fomenta la mentoría asignando mentores experimentados a estos empleados. Promueve su participación en la toma de decisiones importantes y crea un ambiente donde el feedback constructivo sea parte de la cultura. Desarrolla sus habilidades interpersonales, ya que son cruciales para un buen liderazgo. Proporciona tareas desafiantes para que salgan de su zona de confort y adquieran confianza y experiencia.

Get them a coach. A coach who is external to the organization is a safe space to think through situations and challenges. It creates a great opportunity to help them think through things in a transformative way without the fear that they will be judged or not be given opportunities. A great coach can make a huge difference in a leadership program and could be a great partnership approach to ensuring their success.

As my experience, cultivating future leaders should be a strategic priority for top management, eventually becoming part of the organization's culture. Once it is established as a goal, they can devise a plan to attain it. This involves creating a clear model of leadership and enumerating the essential criteria for leaders that align with the organization's culture, leadership skills, and the spirit of determination.

In my point of view, feedback is vital for leaders, especially future leaders. Establishing a culture of ongoing feedback and reflection encourages future leaders to seek feedback, learn from both successes and setbacks, and continuously refine their skills and approaches.