Notes from the Road: Building Leadership Bench Strength

Article by Eric Waller first published in LI on 5/8/2024

“What we’re really paying you guys for is your judgement.”

That was the message from my boss when I got my first Director role as a Multi-site Leader in Europe.? It has stayed with me ever since.? Of course, he didn’t mean I could ignore my Financial and Operational commitments.? That was a given.? It was just a succinct way of saying the company expected leaders at that level to lead independently and as a surrogate for the company.

I thought about that phrase again recently after working with the senior leaders of an old-line Midwestern industrial company’s Integrated Supply Chain.? They have around 50ish Tier 2/3 cross-functional leaders and are concerned that too few of the leaders will be able to move up into bigger roles over the next few years.? After spending a couple of weeks interviewing and observing them in action, they’re right to be concerned.? The good news is that it is less of a competence problem and more of a training and development problem.? Better news is that the problem is recognized. ?That isn’t always a given…I’m often amazed at how little attention companies and senior leaders give to developing their future leaders.

If you do have concerns about your leadership bench-strength, here are some recommendations to ensure that you have a full pipeline of leaders capable of filling bigger roles.

• Organizations need to be clear on what they want their leaders to be when they grow up.? Define a leader profile with clear expectations on required skills and behaviors that align with the company’s values and strategy.
• Develop standard Training & Development programs to create a baseline of capability and then tailored options to upskill based on a leader’s individual needs.
• Balance creating a “psychological safe space” culture with accountability…and coach, relentlessly.? This requires a lot of focus and attention.? Don’t leave it to chance.? Going too far in either direction could result in even more one-dimensional leaders.
• Stretch leaders to see how they perform outside of their comfort zone…and course-correct, when necessary
• Most importantly, senior leaders need to stay the course on building leadership bench-strength.? It can’t just be a “project.”? Rigor and long-term focus are critical.

The goal is to develop leaders that can be trusted to act independently but within strategic intent and with the right behaviors. It won’t happen without thought, purpose, and investment.

SA Partners has a lot of experience helping companies develop their leaders and a great deal of expertise in building development programs…from the shop floor to the C-suite.? Please reach out if you want to explore options or just have a chat about your situation.

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