How do you create a pipeline of leaders for Culture Change?

In my experience, these are people who switch jobs often. They are excellent communicators, people-oriented and have a CV that consists of many different jobs and functions. The key personality traits you want to look for are curious, people-oriented, non-conformists. They know how to connect people and departments and often are dreamers, which comes in handy when crafting the future vision.

I think 'leadership' is just one more word we've abused into near meaninglessness. Genuine leadership is real and deeply personal. And human. So identifying potential leaders is a lost cause if it doesn't start at the person. So while I'm not by any means against personality tests, etc., I do not believe for a second they replace the value of trying to personally know someone. I look very, very hard for indicators that a potential leader is internally, and primally, dissatisfied when outcomes either bigger than, or adjacent to, those for which he/she is responsible go bad. Do you feel guilty when something failed even if it wasn't really directly under your control. Probably you are good material for impactful leadership.

In the post-Covid business era, empathy has emerged as a leadership cornerstone. Beyond performance and seniority, true leaders show adaptability and deep human connection. With three dimensions - cognitive, emotional, and physical, empathy transcends just understanding. It's about genuinely feeling with your team. Embracing empathetic leadership boosts innovation, engagement, retention, and inclusivity. So, when pinpointing future leaders, seek those who resonate with empathy and foster it actively. For a robust culture change pipeline, make empathy not just a criterion, but a leadership currency.

In my experience, Using Succession Planning in organizations is critical to build replacement pipeline for people who hold positions in critical work processes. We should create success profiles for those talented calibers and start building and enhancing future leaders skills to ensure they fit organizational culture.

I have this adage that I use a lot. Yes, if you tie your two-year-old's shoes for her, you probably won't be late for church. If you let her do it, you likely will be. For a month or two. And then you'll start finding you have an extra 3 minutes on your hands. Leaders have to learn some things the hard way. Leaders of leaders have to allow them to. Yes, we can (and should) try to limit the potential damage of a bad decision. But bad decisions engender better decisions among people who care and who strive (i.e. your potential leader).

Nurturing potential leaders requires more than identification; it demands investment. To drive culture change, businesses must offer targeted learning experiences. From formal training to mentoring, these avenues equip emerging leaders with tools to champion organizational evolution. Core areas like communication, change management, and inclusion aren't just subjects; they're transformation blueprints. Align learning with company goals to ensure relevance. Moreover, a culture of feedback and reflection helps these leaders refine their approach. In essence, championing culture change isn't about mere knowledge transfer; it's about creating adaptive, introspective leaders ready for tomorrow's challenges.

EXPOSURE!! Oh I wish more managers would adopt this. Let your future leaders see the world from your chair where you can. To present at a senior staff meeting. To lead off a tense meeting with a customer. The genuine wins in leading really are never going to come from having read about leadership but from having encountered a tough bit of feedback here and there. Exposure is a must.

Leadership in culture change isn't theoretical—it demands real-world application. Potential leaders need arenas to manifest their skills, and culture-centric projects serve as ideal platforms. By leading or participating in these initiatives, they not only hone their competencies but truly influence organizational evolution. However, it's not just about opportunity; it's about backing them with resources, direction, and acknowledgment. Intertwined with this is fostering a company environment rooted in trust, transparency, and team collaboration. When emerging leaders feel seen, supported, and entrusted, they're better positioned to drive impactful culture shifts.

Recognizing potential is step one; continually acknowledging its fruition is step four. As budding leaders navigate culture change, it's paramount to gauge their journey—both through tangible metrics and impactful anecdotes. Utilize data-driven assessments alongside authentic testimonials to paint a comprehensive picture of their influence. While numbers showcase scale, stories illuminate depth. But evaluation isn't the end; it's a bridge to heartfelt recognition and tangible rewards. Whether it's career progression, financial incentives, or simple appreciation, show them their worth. After all, when we celebrate our emerging leaders, we're reinforcing the culture change they're tirelessly sculpting.

Nurturing initial culture change leaders is foundational, but the real magic lies in expansion. Continual growth is key—ensure that the original cadre remains at the forefront of learning and leadership. But don't stop there; scout and shape new leaders from varied facets of the organization, celebrating diversity in thought and background. As this network grows, so should the spirit of knowledge exchange, fostering a vibrant ecosystem of innovation and shared wisdom. By championing continuous learning and widespread collaboration, the seeds of culture change evolve into an ever-expanding forest, thriving in unity and purpose.

True cultural change takes time. Years ago I was assisting a new police chief change the department culture from “para-military” to “kinder, gentler, citizen focused.” After announcing and planting that new vision, promoting supervisors that caught the vision, and recruiting and hiring rookies that fit the new cultural profile, the department embraced the new. It took 5+ years. The great thing was that the result was being “taught and caught” by the majority of officers, and citizens noticed.