What do you do if you want to cultivate and empower future leaders in your organization?

Spot high-potential employees, then empower them with challenging projects, mentorship, and opportunities to learn and shine. Provide them with the resources and support they need, and celebrate their successes. This builds a pipeline of future leaders ready to take the reins.

Look for employees who show initiative, a willingness to take feedback and learn, and have a solid track record of success in working alongside others. These individuals will often find their own ways of helping their colleagues grow, and have a particular interest in the health of the team and larger organization. Observe how they engage with team members and manage challenges. Many emerging leaders may prefer to improve their skills as individual contributors before stepping into formal management roles. You can still support their leadership development without disrupting their current goals. Encourage, but don't push them into a position they're not open to at this time, even if you feel they're ready for it.

A true leader is someone who creates success through others. People that do that most effectively have qualities such as initiative, influence, emotional intelligence, vision, communication, and resilience. If you find people with these ingredients, you are on your way to developing a great leader.

Keep an eye out for individuals who consistently go the extra mile and demonstrate the willingness to do what's needed to achieve collaborative success. It's not only the strong work ethic, creativity - but the natural ability to inspire others. These individuals may not always be the natural 'stars'. But they hone their skills and invest the time to take in feedback, practice and get better.

It's important to identify in your people a willingness to communicate, collaborate and develop, supported by an open mind that seeks a clear and flexible view of organisational opportunities. Real talent can come from people who are empathetic and identify that their goals are aligned with those of the organisation, as emotional attachment is the component that makes people's engagement strong for the long term.

Offering mentorship is among the most effective ways for a company to accelerate the growth and retention of high-potential talent. Establishing a structured mentorship program can be accomplished in several ways, such as developing an in-house program by leveraging the firm's diversity, equity, and inclusion (DE&I) efforts, for example, or by bringing in external mentors who can provide a fresh and unbiased perspective to internal talent.

The best mentor I had once told me, "There is such a thing as dumb questions...and you should ask every one of them." Mentorship is also about trust and providing a space for open discussion without worry of harsh criticism of developing skills. Active listening and encouraging curiosity sends a powerful message about the value of different perspectives and fresh ideas as new leaders emerge.

Mentorship is not just about transferring knowledge. It's also about shaping the whole person. The best mentors instill confidence, foster critical thinking, and encourage self-reflection that grows into self-improvement. Finding that mentor means seeking someone with a career path that resonates, with values that align, and with aspirational qualities as a leader. Building mutual trust and shared responsibility can accelerate a career, but more importantly, it makes us into the people we hope to be.

Mentors should receive training in how to mentor. They should be clear that their role is not to download their 'glory days' nor is it steer the mentees to the paths mentors would have taken. Instead, they need to learn to listen to the mentees and offer only relevant advice. Both mentors and mentees should also be clear about the specific objectives of the mentoring programme. They should also be briefed on the type of data the organisation would collect from mentors and mentees and how the organisation measures success.

As with every skill at the workplace, leadership also requires a clearly defined framework to be properly developed. Seeing as the level of leadership is expectedly graduated from novice to mastery, it is imperative that a framework that shows this graduation is designed and properly communicated. This enables everyone to understand where they fall on this framework and also know exactly what is required to make the move to the next level. Interventions to graduate from one level to the other would include actual training, mentorship, coaching etc.

You can dominate people, but they will get you for it. I have seen this many times in my personal and business life. When someone dominates others, it's often because they want to have a particular outcome and they are afraid they won't get that outcome. Dominating behavior leaves the dominator feeling powerful, strong, and in charge. However, it does not take into consideration nor appreciate the experience of being dominated, which is what makes it so detrimental. So, how do people "get you" for the dominating behavior? They quit, they gossip about you and they find ways to undermine you. You can force, intimidate, and threaten, but you will not have leaders around you if you do that. Leaders show up when they are respected and nurtured.

Intentionally connect all development activities to established organizational leadership competencies... build them if you don't have them. ALSO...I have a colleague that intentionally refrains from the word 'training', in the context of building leadership skills, note "development" above. We must build learning experiences that are relevant and practical to the attendees. We can share best practice, yet it should be participant focused, taking time to explore concepts and concerns from the learner perspective. A classic shortcoming is the assumption that "training" is sticky and self-motivation to experiment and attempt new behaviors will be and stay strong due to a respected presenter.

From my experience, I can say that a leader who will support the future development of the organization needs competencies, specific leadership skills, obtained through development programs carefully designed according to his needs. In addition to these programs, I believe he needs a dedicated mentor and coach, who will support, appreciate and encourage him to know how to develop his team to adapt to an unstable and changing future.

In today's world, establishing a trusted and inclusive environment is essential for retaining and enabling the younger generation to thrive within an organization. In such an environment, empowerment becomes almost natural, as talent feels secure in making independent decisions and experiences continuous growth.

Strong foundation and empowered flexibility is something that I call back to from Crucial Accountability. A strong foundation in this case may be clear expectations for output, specifics on what success indicators are, identifying crucial details and reminding the team member of their readiness for the opportunity! Last but not least, being clear about the availability for support along the way.

Trusting your employees to make decisions shows them they are valued, and it helps them learn. The employee can be engaged in critical thinking along the way to improve their decision making and learning muscles, too. When a decision works out, celebrate success and ask them what they learned. When a decision doesn't work out, celebrate failure and ask them what they learned. The outcome is less important than building decision making skill.

Empowering is a two-way street that pairs with Accountability. When an individual is empowered, it continues with the courage to want to step up and rise to the occasion. To persist in spite of the initial learning curve. And the agility to learn and contribute at the same time. Magic happens when you are empowered, you take it on and are supported to do your best.

Give people the freedom to fail. The most I have ever learned on a job was when I was given the freedom to fail. Most of the time, I was successful, and I learned how to be successful. Other times I did fail, and I had my boss there to back me up and teach me how to be better next time. Empower individuals and give them the freedom to fail.

In my experience, fostering innovation is like planting seeds in a garden. New ideas are the seeds, and your team is the fertile ground. Create an environment that encourages creative thinking (sunshine and water). One thing I've found helpful is to celebrate ALL the wins (even the small ones) and offer guidance and resources to help ideas grow. By nurturing creativity and recognising effort, you'll cultivate a team of innovative leaders who are always pushing boundaries and trying new ideas!

Empowering and cultivating future leaders within an organization is essential for its long-term success and sustainability. Here's a comment outlining steps to achieve this goal: As an organization, fostering the development of future leaders is critical for our continued growth and success. Here are some strategies we can implement to cultivate and empower the next generation of leaders:Identify Potential Leaders, Provide Opportunities for Growth, Encourage Ownership and Autonomy, Promote a Culture of Feedback, Create Leadership Pathways, and Celebrate Successes. By implementing these strategies, we can create a culture that values and empowers future leaders, ensuring the long-term success and sustainability of our organization.

Provide them with some support on how to network (and how not to). This support could be in the form of short practical workshops on specific networking skills e.g. how to introduce themselves, remembering names and what post-event actions to take.

???????? ???????????? ?????? ??????????????. Enable young leaders to focus on providing value to their networks as a first. Sharing articles, resources strengthens your capital. Organisationally, offer assistance and make introductions that can kickstart the process.

For me that’s two questions. Cultivating talent is about having a structured methodology to identify future leaders and create opportunities for them to apply and practice the portfolio of skills they’ll need in the future. That equips those high potential employees with tried and tested capabilities gained over time. Also, once in a senior leadership position they’re not introducing new behaviours, more supporting established cultural values from the top. On the second point. Empowerment isn’t just about leadership, an organisation should empower people at all levels. Empowered teams, operating with agreed levels of autonomy fix things in the customer moment and deliver great service.

If you want to cultivate and empower future leaders in your organisation, make sure that you have an engaging culture based on embodied values, true purpose serving a greater good, fostering collaborative intelligence. Then drive those future leaders in working on those key elements, in order to modelise the corresponding leadership. Great leaders for our future will need to engage. In order to engage others, if they have the right culture in the organisation and match it, it works. If a leader doesn't grasp the organisational culture today, she/he may go somehow against the intial one, and generate issues. those issues will systematically undermine the performance.

If you want to cultivate and empower future leaders in your organisation, make sure that development is a fundamental part of your culture. For team members to be best prepared for future leadership positions, they must have training before they are promoted. Too often organisations will maintain the status quo until a promotion opportunity arises, and then when the individual is selected they’re thrown into the deep end and expected to thrive. If you keep investing in your workforce (at all levels), then everyone will perform better (even if not everyone can be promoted).

To cultivate and empower future leaders in our organisation, we must first develop a strong and engaging employer brand. We cannot create great leaders without first establishing a great culture. The employer brand begins with how we recruit, the candidate's experience, the experience of a new starter, and all the different touchpoints of an employee's life. Once we get this right, it will be easier to identify our talent, care for them, and support their development.

From my point of view Here's how to cultivate and empower future leaders Mentorship Matters: Pair high-potential employees with experienced leaders for guidance and support. Challenge & Growth: Give them opportunities that stretch their abilities. Open Communication: Foster a culture of open communication where ideas are heard and valued. Learning & Development: Invest in leadership training programs, conferences, or online courses to hone their skills. Empower, Don't Micromanage: Delegate tasks, provide resources, and give them the autonomy to make decisions and learn from them. Celebrate Success: Recognize and reward their achievements to boost confidence and keep them motivated.