Designing a leadership develop strategy is a great step forward in proactive stewardship of organizational talent. Integrating it into the operational and strategic infrastructure is a more intricate but essential task.
Developing leaders is never an isolated activity. Lying at the root of initiatives and programs is the “why”. This might seem obvious, but many organizations invest heavily in development, without following through with the multiple value-added essentials.
Probably the most obvious reason for leadership development is to enhance the capability of leaders to inspire, engage, and mobilize employees. Doing this better should enhance the performance and potential of the organization through its employee base. Sometimes the need to retain and attract good leaders is also a reason for providing development opportunities.
These reasons alone do not maximize the value of a leadership development strategy, no matter how well thought out and leading-edge it is.
There is the “so what” to consider when designing a leadership development strategy.
For example, do better developed leaders impact the organizational succession plan? They should do. A return on investment for developing leaders should be individuals who are accelerated and better-positioned to take on alternative, higher-value roles. Without integrating the outcomes of leadership development into succession management and talent management, a golden opportunity is missed to deliver rationale for the investment.
Integrating a leadership development strategy into the business strategy is also essential to gain maximum value. This means keeping the focus of the strategy relevant and current to the direction and values of the business. Many organizations simply get into a rut of repeating the same leadership programs repeatedly, without revitalizing them to be 100% relevant to the trajectory and priorities of the business. Investing in the design of leadership development programs is significant, allowing them to become detached from the business strategy and culture is irresponsible.
Another way in which a leadership development strategy can be integrated is to tie it to organizational design and development. As the design of the organization is adjusted to accommodate the business climate, strategic direction, and operational efficiencies, so the leadership development strategy needs to evolve accordingly. Rather than just responding to change, leadership development professionals can take a lead in the design of strategy by working with business strategists and planners to drive change. Flagship leadership development programs can be at the forefront of cultural and directional strategy.
Another aspect of integration is related to the content of the strategy. External SME’s, leaders as teachers, immersions, projects, coaching, off-sites, and personal learning, are all helpful elements for leadership development programs. Integrating these types of stimulating development activities ensures that learning is vibrant and impactful – provided the content and facilitation is first class!
Integrating a leadership development strategy into the organizational is more than just providing programs for leadership transitions or to address specific initiatives. It needs to be integrated by design and intention, with a constant focus on value and the future. Leadership development strategists prove their value by ensuring the development of leaders is core to an integrated business strategy.
