What do you do if you want to cultivate future leaders in your team?

First of all, the organization should develop adequate spaces to identify potential leaders. (Examples are Kaizen events). Once you recognize people with such talent, it’s time to define individual leadership training process, including theoretical and practical aspects. Detection needs of training becomes key to “polish” every leader to reinforce his / her weak areas. Provide the potential leaders mentoring and give them opportunities to demmonstrate skills and capabilities to accomplish specific goals and evaluate soft skills Management.

First, identify if you have what is required to develop others and get them to their development destinations. After you have ensured you are ready and up for the challenge, then start by asking probing questions as to the desire of the identified individuals. Not every great technician/worker wants to be a leader and you have to honor their desire without stealing the possibility of them considering it later on.

Once you have identify team member(s), have a conversation about their career aspirations. Even if it is not in leadership, you can help them develop skills that will help them to go to the next step in their career.

To cultivate future leaders in your team, focus on mentorship, provide opportunities for leadership roles, offer continuous learning and development programs, encourage autonomy and decision-making, foster a culture of feedback and growth, and promote diversity and inclusion. Mentorship allows aspiring leaders to learn from experienced ones, leadership roles offer practical experience, continuous learning ensures they stay updated, autonomy builds confidence, feedback guides improvement, and diversity fosters innovative thinking. These strategies nurture a pipeline of capable leaders, ready to take on challenges and drive success in the organization.

Se tiene un reto como líder ingeniero SSOMA mejorar la cultura de seguridad en el trabajo. Al establecer metas SMART, se puede enfocar esfuerzos en áreas específicas que impulsarán el crecimiento profesional y contribuirán al éxito de la empresa. Esto también crea una cultura de seguridad y mejora continua que es fundamental para un impacto sostenible en el sector de construcción y minería. Una meta SMART podría ser la siguiente: "Para fines de a?o, reducir las tasas de incidentes de seguridad en un 20% en comparación con el a?o anterior, mediante la implementación de un programa de entrenamiento en seguridad específico para cada departamento y la realización de inspecciones mensuales de seguridad en el sitio".

The goals set should be based on what they want to accomplish. Avoid imposing goals on them. Some of the goals may be to develop their coaching style or learn to lead a team meeting. You can assist them by delegating tasks to help them to achieve these goals. If there is a newer team member, they can help mentor them. This will give them the opportunity to develop their coaching style. You can also ask them to host a team meeting.

Goal setting in regard to leadership development can be specific to an organization. Thus, the manager helps the employee set goals regarding areas where they want to develop in the coming year(s). But, in parallel, that prospective leader must be engaged in personal growth. They must also be learning about themselves and finding out on their own where they can grow.

I have change the SMART to SMARTER model for the individuals I follow. What do you want to do ? Any dreams ? The answers have to be SPECIFIC MEASURABLE AMBITIOUS RELEVANT TIME-BOUND ENVIRONMENTALLY STABLE REASSURING too be able to set the business project into motion. When all these stage are clear, your GPS is set and you can conduct the business development smoothlier !

What I’ve done with my clients is identifying not just goals but also leading indicators/activities. Coming up with actions they can do daily that will get them closer to those goals is powerful. It allows you to help them make adjustments quickly on their journey to stay on pace.

Al implementar un sistema de retroalimentación efectivo, se pueden formar líderes comprometidos, competentes y conscientes de dejar huella sostenible, esto implica: - Comunicar claramente cuáles son los objetivos y las expectativas - Estar atentos y observar de cerca las prácticas y comportamientos, identificando tanto las acciones positivas como aquellas que necesitan mejora. - Reconocer y elogiar las buenas prácticas, al mismo tiempo que se se?alan y corrigen los errores, manteniendo un equilibrio adecuado en la retroalimentación. - Brindar apoyo y seguimiento continuo para implementar las acciones correctivas necesarias y mejorando constantemente

Help the team member by advising they adopt a 360 degree feedback approach. This will help them solicit feedback from various perspectives.

Giving great feedback alongside new or stretch tasks or priorities is one of the best ways to develop talent. One of the biggest issues I see for those struggling to figure out how to develop or improve is because they aren’t clear on how they are doing and what they need to amplify or focus on. Leaders wanting to develop their talent also need to prioritise their own development and giving great feedback that is meaningful and actionable should be top of that list.

Mentorship and coaching: Pair aspiring leaders with experienced mentors who can provide guidance, advice, and support. Encourage regular check-ins to discuss goals, progress, and areas for development.

Good ways to provide feedback are by using assessments such as 360s, EQi-2.0, Hogan and other legitimate and science based instruments. However, research has shown that daily casual conversations build confidence and eliminate surprises at the annual performance review.

What I have observed to work well is partnering the person with an ally who is there as a resource for encouragement, problem solving and a trusted industry professional to bounce ideas off of. This can be an internal or external person (professional associations can’t be a great source). I think of it kind as mentorship “lite” and a valuable option for hybrid work environments as it can create a reliable and additional form of connection and help to strengthen the employee’s network.

People need to learn to be kind. Research has shown that a positive work environment makes happy workers, and happy workers benefit the bottom line.

The essential skill for current and future leaders is dealing with ambiguity and uncertainty. Leaders must learn to stay calm under pressure and to speak truthfully to staff about their thoughts and feelings. Employees need to feel informed and that it will matter if they don't come to work or if they are replaced - that someone, anyone, will miss them. The less employees know the more they will assume and gossip based on the realistic fear of what they have witnessed in the past. In 10 words or less, tell them what is happening and what they can expect and when to expect it. Keep it simple and straight forward. Tell them as soon as you know a change is happening.

To nurture future leaders within the team, it is important to provide support through mentorship, coaching, and training sessions. Encourage team members to take on challenging projects to expand their skills and confidence. Offer opportunities for individuals to lead meetings, projects, or discussions, providing valuable real-world experience. I have been given these opportunities by my leaders which turned out to be fruitful in cultivating a leader within me.

Look at the work of Bev Kaye: Help them Grow or Watch them Go. Help them by getting them to own their career and to remember up is NOT the only way. Help them to network, explore and enrich.

This is an important aspect of helping team members develop their leadership skills. Allow them to create projects that interest them and can help the organization. Let them take ownership, discuss the project timeframe and check in regularly, but allow them to move the project forward.

When I onboard somebody, I check gradually if autonomy and decision-making are possible and responsabilies he is willing to take. Then, I follow him and diagnose regularly if he is more comfortable when he is independent, when he is contradicting the decisions, when he works freely on matters, when he works and like to interacts with other people. To do this, I follow the steps of the autonomy cycle from Katherine Symor. To realize them, I invite them to test & learn, to try new things to find the key components of their leadership style. Showing how you care, how you can be flexible potentialize natural leadership.

Feedback and recognition: Provide regular feedback on their performance, highlighting strengths and areas for improvement. Recognize their achievements and contributions to boost confidence and motivation.

Encouraged autonomy, in my experience, has been the most effective tool to develop leaders. Leaders need to trust their own instincts and be comfortable owning projects, making decisions, etc. This is something that is often learned, and not always innate. Allowing future leaders the freedom to make strategic choices and own projects with you there as a safety net allows them to become familiar and confident in the process without feeling the stress and pressure of being totally alone.

Giving team members their own projects to lead is a great way to make everyone feel more involved and responsible. It's like turning every task into a mini leadership workshop. And when someone messes up? Use it as a teachable moment instead of a setback, showing them how to pivot and adapt. Remember, a quick "great job" or a sit-down to chat through improvements can go a long way in boosting morale and sparking that drive to do better next time. Plus, mixing in some real-world advice on leading effectively can prepare your team for bigger challenges ahead. This isn't just about prepping future leaders; it's about ensuring everyone's ready to jump in with new solutions and energy.

Desde la perspectiva como ingeniero de SSOMA, una red sólida ayuda a crear una cultura de liderazgo que perdure en el tiempo, garantizando la continuidad de las prácticas seguras y sostenibles. Además, fomenta la colaboración con expertos externos, identifica y adopta mejores prácticas de SSOMA, fortalece las relaciones con la comunidad y construye una reputación positiva. A nivel de la organización, brindar oportunidades de desarrollo profesional y capacitación ayuda a mejorar las habilidades técnicas y de liderazgo de los empleados. Y fuera de la organización trabajar otros actores externos contribuye a comprender mejor los impactos de las operaciones y encontrar soluciones beneficiosas para todas las partes involucradas

You can help them create their network, by inviting them to industry events, doing warm introductions with people that may be able to champion them as well. You can also suggest they get involved in professional groups that interest them. It is important to also teach them how to network appropriately. Advise that networking is about cultivating relationships.

Lead by example: Demonstrate leadership qualities through your actions and behaviors. Be approachable, transparent, and supportive, and encourage a culture of collaboration and continuous learning.

I agree with the article, my only addition is that, you need to exercise caution not to show bias when identifying potential leaders. There is a tendency to get drawn towards the most active and vocal team members and mistakenly thinking they have the potential to lead. However, it’s only after giving them a few responsibilities that you start to realize that you may have made a mistake. One way to avoid this pitfall, could be to start with a large pool of potential candidates and then slowly start to narrow down on a few really promising ones

Define leadership. What skills do leaders need? What behaviors do they demonstrate? How do they make a difference within your organization? You can’t identify and develop the right people if you don’t know what you’re looking for.

Up is not for everyone. BUT everyone wants to grow. These are good steps, but many managers are not great at career conversations. Get the help you need to show your team how to pick up a Kaleidoscope instead of a telescope. mykaleidoscopecareer.com

Generally speaking, this article makes good points; however, leadership is one thing, a specific leadership role is another. Sometimes the actual role could be misperceived by the person you are gauging for leadership. Describing the job expectations, KPI's, and the role's responsibilities would be key components in early discussions to make sure there is interest and a fit for that person's goals as well as clarifying perception vs. reality of the role for that person- A person should be passionate about being a leader AND about the specific role to be successful. If there is a person in the same or similar role, having the candidate spending a day in the life or more with them can go a long ways to clarifying that picture for them.

It's important that the individual’s core values align with the organization's. This alignment is crucial because it ensures that emerging leaders embody the principles and ethics that drive the company. When leaders share the organization's values, they make decisions that reinforce its mission and culture, fostering a cohesive and motivated workforce. This alignment also promotes trust and integrity, as leaders who reflect core values are more likely to inspire and gain respect.