Leadership
BEST PRACTICE:
BY DR BARRY CUMMINGS
Are leaders born or made? This common trait theory of leadership has been debated for decades. Current scholars seem to accept that while some future leaders may be born with relevant leadership traits, this may not be a critical component to guarantee future effective leadership. Arguments are frequently made that through extensive leadership training programs, high potential employees can be molded and modeled into becoming tomorrow’s leaders.
Many organizations are dedicating the critical resources to identify high potential employees who will become their future leaders through a variety of replacement and succession planning programs. It is estimated that globally, $135 billion is spent on training, 35% of which is earmarked for leadership training alone.
Is this money well-invested, with an acceptable rate of return? Maybe not. Organizations are choosing and investing in internal leadership candidates based on a combination of factors, such as field of expertise, experience, education, and competencies.
These candidates are chosen through the utilization of several methodologies, including performance appraisal, observation and psychometric assessment, and are frequently tracked based on a graphic scale of performance against potential, commonly referred to as the nine box matrix.
Additionally, identified high-potential candidates, or HIPOs as they are called, are enrolled in a variety of pre-determined, accelerated leadership training programs that eventually, will prepare them to assume leadership roles within the organization.
These training programs are based on so called ‘best practice’ standards, under the assumption that the training of future leaders is dependent upon indoctrination into the organization’s current culture, processes, procedures and systems.
The counter argument to this type of leadership training investment considers concentration on ‘next practice’ over ‘best practice’.
The term ‘best practice’ has become an overused metaphor referring to what someone deems to be the right way to do things and is therefore, an essential function that applies to everyone across a particular field of expertise, process, procedure, or across a wide span of organizational functionality. Ironically, it soon becomes the benchmark standard to follow, frequently without any validation or justification for the implementation of the process.
14 | TRAINING MAGAZINE MIDDLE EAST SEPT 2014
A REAL INVESTMENT
BY ALLAN GARDNER