The 2014 edition of Deloitte’s annual survey finds that about 90% of organizations around the world place leadership development as a top priority. It is therefore not only necessary but also crucial for businesses to know how to identify emerging leaders as well as fully develop their potential.
A leader knows where he is going and makes others want to take that same direction.
“You can not be a leader simply because people want to follow you. That makes you a boss,” says Anne-Geneviève Girard, industrial psychologist and executive coach.
Some have natural predispositions for leadership because they possess qualities like charisma, empathy and good listening or communication skills. But leadership is primarily a skill that is developed, provided that companies act accordingly for employees with potential. “Quebec organizations do not pay enough attention in identifying these talented people,” says Girard. “However, the earlier they identify future leaders, the better the return on their investment.”
Techniques for finding leaders
To achieve this, Girard recommends an annual review of leadership potentials in employees. Psychometric tests, interviews, simulations and performance evaluations will help human resources to distinguish between a potential emotional leadership – the ability to bring people together – and a cognitive leadership – the ability to propose only the best ideas.
Whether an employee has the ability to become a leader can only be determined in a group setting. “It will be evident when a person is in the presence of others,” she says. “In a teamwork environment, we will quickly see who gives the best direction, demonstrates concern for the common goals or shows sensitivity towards others.”
Girard, who is also CHRA and author of Leadership GPS, finds it regretful that focus is often geared towards expertise. “Most organizations will give more responsibility to the expert of any given group,” she states. “This is not necessarily bad. It's still good practice if that person has the minimum required qualifications in terms of empathy and self-management.”
Guiding the electorate
Once candidates are identified as leaders, it remains important to encourage their potential by implementing proper training, coaching and mentoring tools. “Not providing an inexperienced manager with the necessary support may cause awkwardness and negative experiences,” states Ghislaine Labelle, CHRA and organizational psychologist.
This help is particularly crucial at certain stages, she says. “The transition into a first-line managing role is the hardest," states Labelle.
An enabling environment is also essential in making the leader-to-be feel confident. Economic insecurities, such as cuts in the company, or cultural ones, like a tendency to always want to designate a culprit, hamper the development of leadership. “To go up to a certain level, you have to enable learning situations where a margin of error is allowed,” reiterates Labelle. “We need the mentee to feel a sense of openness, trust and respect from his mentor, not judgment.”