In many organizations, a leader’s development begins when a need becomes apparent: a promotion is approaching, responsibilities are increasing, a team becomes harder to engage, or certain ways of doing things start to show their limits.
But another approach is possible: preparing the leader before the challenge has fully set in.
A question therefore deserves to be asked right now: Which leaders do you want to see reach the next level over the coming 12 months?
This could be a manager called upon to take on more responsibilities, an expert who will need to exert more influence, a future director or partner, or a leader to whom you want to gradually entrust more strategic projects.
Waiting for the next step… or preparing for it?
When a person evolves in their role, what has allowed them to succeed so far is not always enough to succeed in the next step. The more responsibilities increase, the more the challenges of communication, influence, engagement, self-management, and collaboration gain importance. And these skills do not develop overnight the moment the promotion is announced. Preparing a leader therefore means allowing them to start developing today the reflexes they will need tomorrow.
But where to start?
It isn’t always obvious to know exactly what a leader should develop. This is where a 360° assessment can become particularly enlightening. The perspective of the supervisor, colleagues, team members, and other people who work regularly with the leader helps to highlight two essential elements: the strengths to continue building upon, and the behaviors that could increase their impact.
The 360° is therefore not just about identifying what should change. It also provides clarity on what is relevant to consolidate for the next step.
And when the need is already clear?
The 360° is not necessarily the starting point in all situations. Sometimes, the organization and the leader already know what needs to evolve. For example, it could be communicating better in sensitive situations, exerting influence with various stakeholders, delegating more, engaging their team, or learning to better manage their reactions under pressure.
In this case, targeted coaching allows for working directly from real situations experienced by the leader and progressively developing new ways of acting. The point is not to add development just for the sake of it. It is to ask: what will allow this person to be ready when we ask more of them?
Preparing today for what you will want to entrust tomorrow
Leadership development takes on its full meaning when it is tied to a clear intention for the future. Rather than waiting for a challenge to appear, the coming months can become an opportunity to look around you and ask yourself: Who do we want to see progress? Who do we eventually want to entrust with more responsibilities? And what would it benefit this person to develop now in order to be better prepared when that moment arrives?
Do you already have one or two leaders in mind? Let’s take 30 minutes to look together at where they are today and which approach—360°, targeted coaching, or a combination of both—could best support their progress.
Let’s take the time to discuss it: