“I’ve been really impressed with Colin since his appointment to the Board at WireCo; he’s really blossomed – way beyond my expectations. I really didn’t think he had the necessary skills to make it to the top.” My colleague was expressing a view that was shared by many within the organisation; I can remember the disbelief that greeted the news of Colin’s appointment to the senior ranks.
“Yes, his appointment raised a few eyebrows at the time. Sure he had a good reputation but it was more for being a safe pair of hands. Very capable but not somebody with the potential to make it right to the top was the view” I agreed. “It makes you think about how many others there are like him in their organisation. How much potential is being overlooked by their inability to recognise those who can truly lead?”
“How do you mean; they have one of the best Leadership Development programmes around and some of the best leaders I know” retorted my colleague.
“Yes, I know but much of that is driven by the investment in training and coaching that they make post appointment. Like most organisations I suspect they have a wealth of leadership talent that they’re not tapping into” I continued “It’s a paradox that organisations face when looking for talent”
“Hmmm, I’m not sure I’m following your line of thinking – care to enlighten me?”
“Ok. First off I’d like you to share with me your views on how WireCo approach the selection of their potential leaders” I asked.
“Well pretty much like most organisations, I suppose, they focus on their high achievers. The individuals within the organisation they view as having high potential and who, as a matter of course, get things done. The individuals who routinely excel on a personal basis and typically possess boundless energy and drive.” You could almost feel their commitment oozing from his description.
“You’re right – that’s exactly what they do. They look for people within the organisation who have a strong orientation to achieve.” I responded.
“Well that seems to me like a pretty reasonable place to start” he continued.
“Yes but as you quite correctly say much of this is driven by their personal need to achieve which often results from either their ego or a need for power. But what the organisation needs from its leaders is the ability to set the context for the others in the organisation which is a very different skill set” I concluded.
“Let’s think about Colin for a moment. The surprise at his appointment was mainly the result of his lack of conformance to the model you suggest. Yet throughout his career he has been consistently demonstrated an ability to influence those around him. Not just his own team but other teams across the whole organisation along with his peers and most importantly his seniors. To my mind it would have been surprising had he not made it to the Board” I argued.
“So what you’re saying is that organisations should look to who the key influencers are when thinking about their future leaders”
“Well as you would say … it seems to me like a pretty reasonable place to start”