How can you balance cultivating new leaders and supporting existing ones?

One of my favorite things to maintain this balance is by identifying emerging leaders and understanding their personal priorities, goals, and personality traits in order to pair them with one of the existing leaders where the later gets to mentor the former and share their experiences. It can be challenging to make this happen when your teams are growing exponentially and some leaders might not be comfortable with it but periodic check-ins with all the teams, providing space and opportunity to grow in their roles, and supporting their growth by assisting them in their challenges can truly make a difference that will have a long-term impact.

Training those already in place with a system based on the transmission of knowledge, improving teamwork, giving opportunities to new ones with challenges and a mechanism that encourages their opinion to count.

Cultivation of new leaders and support of existing leaders both rely on role models that lead by example on a consistent basis. Create a culture that emphasizes shared values and leverage that to build leadership skills for everyone on the team. This applies for partners external to your organization. Ensure that your leadership communication includes positive feedback for both individuals as well as groups. Find ways for others to take initiative and leadership on projects, activities and reporting.

Muitos líderes convivem com uma vis?o distorcida sobre as próprias fortalezas e fraquezas, o que limita o aperfei?oamento de algumas habilidades essenciais aos líderes genuínos. Para formar novos líderes, é preciso aprimorar competências comportamentais e interpessoais. Porém, o comportamento humano está atrelado a tra?os de personalidade. Ent?o, esse é um processo demorado, que requer tempo e investimento n?o apenas por parte da empresa, mas também do próprio profissional.

In my experience, identification of new leaders can be done in multiple ways. There are structured and non-structured ways. Structured ways such as performance management processes are great including the use of secondary tools in the performance mgt cycle such as feedback surveys, 360-degree feedback, psychometric tests, assessment centers etc. It's important to understand leadership from different contexts if and when the more scientific methods are used. Under the non-structured ways, other tools such as observation of emergent leadership during challenging times within the team can also be a good way of identification of potential leaders as such leadership would be emergent and authentic depending on the situation.

And more importantly allowing them room to make mistakes especially where the risks are manageable. I feel an environment where mistakes a not allowed, people shy away from taking up opportunities that are challenging.

Once potential leaders are identified by an organization, it's extremely important to ensure that there are opportunities to allow such leaders grow. This can be done by clearly defining their end goals and means of getting to those identified goals. Critical in the process will creation of enablers to grow eg ensuring that there are mentors where needed, coaching opportunities if and when needed, enhanced leadership training customized to needs to the needs of the leader in question, allowing for responsible delegation, conducting simulations where needed such as with humanitarian leadership which allows leaders to think and make critical decisions under pressure.

Fostering leadership growth involves not just recognizing potential leaders but actively nurturing their development. By offering diverse opportunities such as training programs, mentoring, and challenging assignments, you empower them to apply and enhance their skills. Encouraging participation in professional communities and events further broadens their network and aligns them with broader industry perspectives.

Leaders can provide opportunities for growth in several ways: 1. Encouraging Skill Development: Leaders should identify the strengths and weaknesses of their team members and provide opportunities for them to develop new skills. This can involve offering training programs, workshops, or mentorship opportunities. 2. Providing Challenging Assignments: Leaders can assign challenging projects or tasks that push their team members outside their comfort zones, allowing them to develop new skills and grow professionally. 3. Offering Career Development Support: Leaders can support their team members' career development by providing guidance, feedback, and resources to help them advance in their careers.

Life long learning is important for any leader. Encourage new leaders to look for learning and networking opportunities beyond what your organization might be able to provide. For instance suggest they join an industry association and volunteer for events like organizing conferences or workshops. They can learn a lot from other peers and grow their network.

Reconocimiento y recompensa no son herramientas exclusivas para lideres. Eso es algo básico para cualquier miembro del equipo, sea lider o no. Creo que con lo que hay que tener cuidado no es con los incentivos (que ayudan a cualquiera) sino con los “palos”. Nos podemos “cargar” muy fácilmente liderazgos incipientes si castigamos iniciativas aunque lleven a resultados no satisfactorios. Creo que lo mas importante es no equivocarse en eso, y saber apreciar el que toma el paso adelante, el que lo intenta, más allá de lo que en ese momento consiga.

In a non-profit context, recognition often carries more weight than financial rewards. Public acknowledgment in community events, highlighting achievements in newsletters, social media or offering opportunities to spearhead new initiatives can be highly effective forms of recognition.

A simple call out during a departmental or corporate all hands can do so much for ones confidence, enthusiasm and energy. The opposite is also true when someone goes over and beyond regularly, and you don't acknowledge the contribution. This can spark resentment and eventually lead to bad performance and retention issues at the org.

Those recognized should also be paired with mentees. Shadowed with potential leaders. Passing the torch of knowledge & wisdom is incredibly important.

Cultivate new leaders by recognizing and rewarding their achievements. Use verbal praise, certificates, awards, or promotions to show appreciation. Celebrate successes through newsletters, social media, or events, and share feedback from peers or clients. This creates a culture of recognition, keeping individuals engaged and motivated.

An important reminder: Every member of your team is a leader. When introducing new leaders to your team, designate a phase for introductions, listening, and engaging. Invite your existing team to lead conversations with your new colleagues and encourage your new colleagues to listen with the intent to hear and understand, rather than to respond. Designating a seat at the table for every member of your team, and engaging in open communication across levels, teams, and positions, cultivates a more respectful, equitable, and productive environment that effectively shapes progress.

In my experience, learning never stops and emergent situation continue to bring a type of flavor to leadership, making it critical to support existing leaders. Needs and ways of support for this level or leadership will be different. According to Maslow's hierarchy of needs, such leaders may need to be motivated but in non monetary ways. Effective ways therefore might include public recognition. Assignment of more challenging tasks might be helpful as well to ensure such leaders continue to feel challenged and hence giving them an opportunity to remain relevant in their own spaces.

Recognizing that even existing leaders have areas for learning is very important, especially with the ever changing context what worked 3 years ago could not work now. So it is important to support existing leaders and not assume they know everything.

Apesar da busca por novos líderes, é crucial n?o negligenciar os líderes existentes, pois s?o eles que moldam a vis?o, estratégia e cultura da organiza??o. Enfrentando desafios como capta??o de recursos, gest?o de equipe e adapta??o a mudan?as, eles requerem suporte contínuo. Priorizar o bem-estar e desempenho dos líderes atuais é essencial, garantindo uma lideran?a sólida e resiliente. Este apoio pode incluir programas de desenvolvimento, coaching individualizado e estratégias para enfrentar press?es específicas. #ApoioALíderes #CulturaOrganizacional

Support existing leaders by acknowledging their crucial role in shaping the organization. Address challenges like fundraising and crisis management. Ensure well-being with professional development opportunities and stress management resources. Maintain open communication for a resilient leadership team.

The provision of formal one-to-one feedback is impactful because it opens the existing leaders eyes to possibilities and exposes their blind spots and behaviours that might be having a negative impact on their brand or career prospects. On the other hand informal feedback might not have the desired effect especially if the recipient does not take it seriously and act upon it and if the informality makes it seem unimportant. Knowing and understanding how the leader reacts to feedback is important so as to achieve the right balance between formal and informal feedback. This knowledge will also provide insights on how to incorporate various sources of feedback so as to achieve the desired leadership development outcomes.

Have you had a past manager tell you that you have been doing something incorrectly for months and yet this is the first time you have heard about it. Feedback and guidance is at the core of being a good leader. We should be open to feedback but also give feedback. Its a 2 way communication, and if you are providing corrective feedback, give specific examples so that one knows exactly what they need to work on.

In my experience a structure of support is Necessary in order to grow your leadership group and skillset. You must delegate, trust and verify.

A rela??o verdadeira e honesta é chave para todo o processo de forma??o de líderes e manuten??o dos existentes. Isso n?o se trata, exclusivamente, de desenvolvê-los, mas também de mostrar o exemplo. Se você n?o cultiva esse tipo de rela??o com seus liderados, como poderá exigir deles essa postura exemplar? Desenvolvimento de lideran?as passa por se colocar na posi??o da pessoa que está sendo trabalhada. Tentar entender os desafios dela, tanto profissionais como pessoais. Esse tipo de empatia pode gerar a ambi??o necessária para que ele deseje seguir os seu caminho.

Actualmente yo gestiono estos espacios 1:1 brindando feedforward antes de brindar feedback con el objetivo de que el colaborador se adapte a enfocarse en lo bueno, que sepa que prácticas y accionables han sido mejores y podrá seguir ejecutándolas en futuros proyectos.

Promoting a culture of collaboration in non-profits can mean partnering with other organizations for greater impact, encouraging team members to participate in multi-disciplinary projects, or setting up mentorship programs where leaders can exchange experiences and challenges.

Fomentar a colabora??o entre seus líderes atuais é fundamental para um desenvolvimento robusto. Incentivar a forma??o de redes de pares, comunidades de prática e círculos de aprendizagem proporciona um espa?o valioso para troca de ideias e experiências. Facilitar a colabora??o interfuncional e interorganizacional, seja por meio de equipes ou parcerias, amplia as perspectivas. Além disso, promover uma cultura de aprendizado, curiosidade e inova??o através de recursos como cursos online, podcasts e leituras enriquece continuamente o repertório dos líderes, contribuindo para uma lideran?a mais eficaz e adaptável. #Colabora??oEntreLíderes #CulturaDeAprendizado

Ao promover uma cultura de colabora??o e aprendizado, as equipes podem se tornar mais inovadoras, eficientes e conectadas, o que, por sua vez, beneficia toda a organiza??o.

Es fundamental crear entornos conversacionales donde no se hable de trabajo solamente, otorgar espacio y tiempo para emprendimientos personales que colaboren con el crecimiento del líder. Siempre capacitarlos aún sabiendo que no estará mucho tiempo. Es la mejor manera de atraer talento.

One thing I have often seen as an opportunity is having existing leaders offering up and coming leaders manageable opportunities to lead so that the up and coming leaders can learn and be seen leading by others.

A ênfase na cria??o de um ambiente de trabalho respeitoso, onde a express?o genuína é incentivada, é um convite para cultivar n?o apenas líderes, mas uma comunidade unida a fortalecer boas práticas. A abordagem proativa de oferecer flexibilidade e incentivar o autocuidado eleva o patamar, transformando lideran?a em uma jornada de autodescoberta e crescimento contínuo. Um manifesto inspirador para forjar líderes resilientes em organiza??es, pavimentando o caminho para um futuro sustentável e impactante para as novas gera??es!

Wohlbefinden sollte die Grundausstattung eines jeden arbeitenden sein. Leider findet man dieses wohl befinden, nicht in allen Unternehmen wieder. Aber die innere Ausgeglichenheit, um etwas mit Leidenschaft ausführen zu k?nnen, ist von enormer Wichtigkeit getragen. Man sollte sich jeden Tag die Zeit nehmen und ein pers?nliches Wort mit seinen Mitarbeitern sprechen. In diesen erf?hrt man, wie es Ihnen geht. Und man kann auf vielf?ltige Art und Weise Ihnen helfen, in dem man ihnen genug M?glichkeiten gibt, durch Umsetzung von Erholungsphasen ihren Arbeitseinsatz zu optimieren. Es kann das Arbeitsumfeld, wie Home-Office sein, es k?nnen sportliche Anreize sein. Gesundes Essen. Das Angebot ist auf jeden Fall sehr vielf?ltig.

It is nearly impossible to excel as a leader when we are not well in different areas of our lives. Health is a top priority, and when people see that health is MY number one priority and what I want for others, people appreciate the respect I have for life and THEIR lives. Work does not fully define a person. We are multidimensional and multifaceted, and capable of excelling even at things we do not enjoy doing. To me, embracing life is about investing time only in what truly fulfills us. Being genuine and honest serves as the ultimate catalyst of excellence, and that takes courage, which is arguably the number one characteristic of an exceptional leader. Leading by example is the best way to find and retain great leaders. #Inspire

Acomodar as necessidades pessoais dos colaboradores como op??es de horários flexíveis trabalhos remoto, programas de apoio à saúde mental como palestras e workshops, valoriza??o do respeito mútuo, estímulos a práticas de atividades físicas,…s?o alguns dos mecanismos para o estímulo e promo??o do bem estar e equilíbrio organizacional.

Sustainable organizations flourish by nurturing both seasoned and emerging leaders. Achieve this balance by: Investing in Growth: Offer tailored development, stretch assignments, and experienced mentorship for budding leaders. Empowering Established Leaders: Champion continuous learning through conferences, coaching, and knowledge sharing. Prioritizing Well-being: Encourage work-life balance, stress management, and healthy boundaries for all leaders

Consider leading with loyalty...A loyal leader is instrumental in the the overall growth and success of the team and the organization. A loyal leader understands their value and how valuable the mission is to the organization, team, and community.

All non profit board members are there to support staff, especially the CEO, but not limited to that person. It is not the Boards responsibility to create unnecessary work for staff and should remain on task. Yes things do come up that need to be dealt with, but as a sounding board, nothing else.

Uma contribui??o relevante é a importancia de promover a diversidade e inclus?o nos programas de desenvolvimento de lideran?a. Criar ambientes que valorizem diferentes perspectivas e experiências fortalece a lideran?a ao incorporar uma gama mais ampla de habilidades e abordagens. Incentivar líderes a participar de iniciativas que promovam a equidade e inclus?o, tanto dentro quanto fora da organiza??o, pode criar líderes mais sensíveis e eficazes em contextos diversos. Além disso, explorar métodos inovadores de avalia??o de desempenho, como inteligência artificial, pode oferecer insights mais objetivos e personalizados, contribuindo para o desenvolvimento individualizado de cada líder. #DiversidadeNaLideran?a #Inova??oEmAvalia??o

There is no one-size-fits-all approach. The key is to be intentional and strategic in creating a leadership development program that is unique to the organization culture and benefits both your current and future leaders

Being the owner of a talent pipeline program, existing leaders are my bread and butter. Here are a few ways I support them: 1) establishing structured mentorship opportunities connecting new and existing leaders- this benefits both because mentoring is often a growth experience for the mentor; 2) by maintaining a Teams group that connects us- I use this to promote upcoming development opportunities, get their feedback and ideas on new development, and drive engagement and networking; 3) having 1:1 calls with them where I listen and offer support for their leadership challenges- mostly I just connect them to the people who know more than I do. All of this adds up to a more connected, skilled, confident and supportive stakeholder group.