You’re responsible for evaluating an employee’s leadership skills. How do you know what to look for?

Developing leaders means that you must develop yourself first. I never promote someone to leadership because they are doing their job, and that's what they are supposed to do anyway. I don't give credit to people for doing what they are supposed to do anyway. I look for initiative, a positive mental attitude, and grit. I also look to see how they treat their team members and other people in the organization. In casual conversations, I aim to learn about their objective and goals. Of course, when I'm not around, I aim to learn if they are willing to step up and lead and how they did it. A person doesn't seek to lead, leadership calls them, and they answer.

Demander sa vision à un leader c'est bien. Le juger par ses actes, c'est mieux. On peut l'évaluer par les engagements qu'il a tenu par le passé, les centres d'intérêts ou il illustre ses capacités, les témoignages de ses pairs ou autres références professionnelles

I've seen managers do this well and fail epically. I had a manager approach me about a work assignment. At first, I was very apprehensive. She listened to my concerns and calmly addressed them and flipped them into positives. At the end of the conversation, I felt like it was my idea and was excited for the opportunity. Later, at the same company, a different manager approached me about a work assignment. Again, I had concerns. She said "We all have to do things we don't like and you have to do this. It's not an option." At the end of the day, I did both assignments but felt vastly different about the 2nd one. It's all in the approach.

L'exemplarité est la plus grande qualité d'un leader. Celui qui fait avant de demander aux autres de faire. Un gradé dans l'armée sera suivi par ses hommes s'il les accompagnent dans leur vie quotidienne, à l'entra?nement comme au front.

Les leaders savent manier l'art du brainstorming. Ils sont seuls à décider mais préparent minutieusement chaque action, en consultant ses équipes en amont. Laisser s'exprimer tout le monde sans jugement. Rebondir sur les idées des autres en profitant de l'intelligence collectives, puis argumenter pour dégager des options réalisables.

This can be done simply by starting off a 1:1 with your employees by asking them how they are doing and listening without distraction. Show them you truly care about their response to that question. Give them space to share openly. Also, when appropriate share openly about your feelings. It develops a human connection and respect for one another.

Discuss real-life scenarios with the team member - as we all know in HR, you can't make this stuff up! Rather than live in the world of 'what if', use a situation that has already occurred IRL where you know the outcome (maybe they don't - because we also know to keep it confidential). Use one positive outcome scenario, and one that had consequences. Lay it out, and ask the team member what they liked about the manager's choices and what they might have done differently. Nothing beats the real thing...

Un leader n'hésite pas à exprimer ses émotions et à les nommer, même dans leur excès. Un manager colérique qui ose dire à ses équipes "il m'arrive de me mettre en colère trop rapidement. En revanche je ne suis pas rancunier" peut désamorcer bien des tensions. Il invitera aussi les autres à dévoiler leur mode d'action.

Un leader apprend aux autres par une attitude exemplaire. Mais il sait aussi apprendre des autres. En mettant en valeur les capacités de chacun, utiles aux autres.

A good manager supports learning and development opportunities but also challenges you to stay on top of your field. They encourage you to do independent work to be a thought leader and continue to innovate. It's not all about attending classes -- read articles, write articles, listen to podcasts, collaborate with others in the field, etc. Explore other points of view and share what you've learned.