Leadership Talent: Winning The Succession Wars

The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. Who will replace your retiring executives, and how will you keep your company's leadership pipeline full?

The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today.

Baby boomers have already started to retire. Most large companies will have to scramble to meet gaps in senior leadership talent. Who will replace your retiring executives, and how will you keep your company's leadership pipeline full?

To make matters worse, the global and more dynamic economy of the 21st century requires executive talent with a more complex skill set:

* Greater technological literacy
* A sophisticated understanding of global marketplaces
* Multicultural fluency
* Relationship savvy, with extensive networks of alliances and stakeholders
* Leadership skills over a delayered, disaggregated and virtual organization

Succession Planning in the 21st Century

In response to these challenges, organizations have a renewed interest in succession planning systems. While these systems functioned merely as replacement charts in the past, and were HR executives' function, there are two critical differences today, emphasizing:

1. Leadership development at all levels (not just senior executives)

2. Responsibility and involvement for leadership development within the work group, with the person's manager and team members (and no longer an HR function)

Distinct Leadership Levels

Most development models fail to consider leadership requirements at all levels. As a person is promoted from line manager to business manager to functional manager, skills and requirements change.

Companies mistakenly focus on leadership traits, styles and technical competence. They commit a major error when promoting successful individuals without acknowledging required skill set differences at different levels of leadership responsibilities.

The Leadership Pipeline

Hiring gifted people makes sense as a tactic, but not a strategy. Companies need to build leaders, not buy them. Research and experience demonstrate that potential is not fixed. The more people achieve, the more they learn. Their willingness to tackle new challenges increases. To capitalize on potential, companies must define the true work requirements at each key leadership level. Succession planning systems must spell out what's needed to make a successful transition from one layer of leadership responsibility to the next.

Succession Planning to Fill the Pipeline

The following five-step plan will facilitate succession planning:

1. Tailor a leadership pipeline model to fit your organization's succession needs.
2. Clarify standards for performance and potential, in your own language.
3. Document and communicate these standards throughout the organization.
4. Evaluate succession candidates through a combined potential-performance matrix.
5. Review plans and progress of the entire pipeline frequently and seriously.

Patsi Krakoff, Psy. D. writes articles for business and executive coaches and consultants. She provides articles on leadership and executive development for sale, and formatted into customized newsletters. Get Patsi's Secrets of Successful Ezines 7-Step Mini-Course to learn what you need to know to publish a successful ezine. http://snipurl.com/Ezine_MiniCourse
Article Source: http://www.articlerich.com/

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Empowered Leadership by Kim Olver

It seems that every decade or so there is some new fad the runs through the business world in terms of supervision and in the world of diversity management, downsizing, outsourcing, generational work conflicts and the information age, things are even more complicated than ever before.

No longer does a one size fits all leadership model really work. We can’t treat everyone the same and expect that everything will just “work out” somehow. Managers and leaders must have a framework with which to manage their workers in a way that honors everyone’s unique and specific position on the job.

Kim Olver has over 20 years experience in staff development and supervision and is an expert in leadership skills, staff relationships and diversity. Certified in reality therapy/choice theory/lead management/quality school concepts, she works with counselors, schools and businesses to apply these ideas. Visit http://www.coachingforexcellence.biz/
Article Source: http://www.articlerich.com/

5 Tips For Making a Great Impression!

I have coached executives for more than 20 years. In working with successful leaders and professionals, I have found that making lasting impressions on the people you work with is pivotal to your advancement. Here are some tips to make sure you’re putting your best foot forward.

• Look the Part:

“One of the easiest things you can do is look the part. However talented you are, if you don’t look like a professional, manager or leader, others may, rightly or wrongly, not see you as one. Observe the styles and colors favored by senior executives, and use that as a guide. For women, black and blue are “safe” colors, but make you blend in. A small or shy woman can augment her impact with bold shades. A confident or larger woman might consider wearing a more muted shade.”

• Sound the Part:

“Short, simple sentences, spoken without hesitation, make a speaker seem in control of a situation – a quality we associate with a leader. Tone and volume are important too. Short, precise sentences and a low-pitched but clearly audible voice make a powerful combination.”

• Exits and Entrances Matter:

“How you move into and out of jobs has an enormous impact on perceptions of your success. Exiting a job well is about ensuring that your successor is in the loop, included in key meetings, and prepared enough to be able to step smoothly into your place. It is not about tying up every loose end. Although it’s important to move forward in an orderly way, it’s even more important to know when to leave behind your old role and expertise.”

• Your Work Space Reflects Who You Are:

“Whether you like it or not, others interpret your work area as a reflection of your personality and thinking. Décor is an area in which to tread carefully. While judicious use of personal pictures can show you to be a family person or motivated character, cute screensavers, cuddly toys and an excess of plants can detract from your professionalism. It isn’t that self-expression is bad, but in the small area of a work space, each item becomes more noticeable, taking on greater significance as a symbol of who you are.”

• Every Presentation is an Opportunity:

“If your moment in the spotlight goes badly, your reputation can be damaged. You minimize risk, and maximize potential glory, through careful preparation. Preparation isn’t just about knowing your subject, although that is important. You must prepare for your audience and their expectations, determining in advance what you want to leave them with so that you can tailor your presentation to that end. Think about how you want to come across, through the words you use, how you look, your facial expressions, and how you respond to questions.”
See more about Dr. Karen Otazo at:http://www.globalleadershipnetwork.com/

Dr. Karen Otazo is an author, consultant, global executive coach and thinking partner for multinational companies worldwide.http://www.globalleadershipnetwork.com/
Article Source: http://www.articlerich.com/

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How to be a Leader at Work - by Christos Varsamis

Whether you are a new manager or a master there is one rule you can't disregard. You can not motivate someone. There is nothing you can do to motivate your associates. Either they are motivated or not. It is a stereotype but it’s true.

Motivation comes from inside, not outside. People are motivated as you. We all need food, clothes, benefits, good health care and security. Although you can’t do many things about benefits, you can provide to your employees performance standards clearly and honestly.
You can also give them freedom on how to do their job well and succeed at their work goals. Do not forget but it’s not only money people want in their job. They also want to feel appreciated, learn and master new skills and feeling that they contribute to the organization.

Christos Varsamis is a Business Marketer. Sign for your 15 day E-course at http://www.settinglifegoals.com/ . Get your other Free E-courses “How to Create Minisites That Make Money in Just 24 Hours Secrets of Internet Millionaires” at http://www.cbmallgr.com/
Article Source: http://www.articlerich.com/

"Huff and Puff" - Proof Yourself. Build Your Career on Relationship Bedrock

One of my favorite children’s stories is the Three Little Pigs. In the story, the big bad wolf gets two easy meals by blowing down the pig’s houses made of straw and sticks. When he gets to the third pig’s house made of brick, though, he hyperventilates trying to blow down the house. So much for a third meal of the other white meat.

Throughout my career I’ve seen one too many professionals build their professional relationships as if they were erecting a house made of sticks or straw with a thin facade. Maybe they built a less-than-trustworthy reputation for themselves. Or maybe they were viewed as a rude jerk by some people in the office. Or then again maybe they saw networking as something that only co-dependent weaklings did. More often than not, the lack of focus on relationships hurt their career and caused them to have to rebuild their relationship house by healing old wounds and changing bad habits. Often not a pretty picture and completely avoidable.

Maybe you’ve had your relationship house blown down or you’re building a house of sticks or straw through poor relationship management. Maybe you think you just don’t have time for that stuff. Think again. There are three easy ways to build your relationship house of brick: building trust, minding your manners and networking regularly. These three will make a big difference in your professional life. Make the time for them every day.

1) Show you can be trusted.

Know what other people expect when you want them to trust you.

a. Get-it-done trust shows you can get things done on time and effectively. You ask for help when you even guess you might be late or need support.

b. Expertise trust comes to you when your suggestions and ideas are sound and your experience stays current. Be careful to always check and double-check your sources and keep up-to-date to keep up this trust.

c. Political-savvy trust can be tricky. If you ever talk about what you discuss with others you may not “get it” about being politically savvy. Loose lips do sink ships, or at least can get you in trouble. Get an okay to discuss anything – even a simple brainstorming exercise. You never know what will hit the organizational grapevine and get misunderstood.

2) Show your manners and respect to everyone

We heard from our parents how important it is to “mind your manners.” Those manners are not just for your betters. You need to be showing respect to everyone you meet and even those you may not meet who are behind the scenes. Everyone you meet needs to believe that they, and what they do, matter. Aretha Franklin was right: everyone wants R-E-S-P-E-C-T to defuse negativity and lubricate organizational wheels. I’m always surprised when people don’t have time for manners, especially with support staff. In fact, the lower someone’s job grade the more gracious and polite you should be. Your kindness will be appreciated and returned in unexpected ways. In contrast, individuals who see themselves as slighted can react by causing trouble in more subtle ways, acting as “antibodies” in your working life as they try to get back at you or the company. Resentful people may try to put obstacles in your way or refuse to do more than the bare minimum for you. So be polite to everyone no matter how you personally feel about them; it never pays to make enemy “antibodies” at work.

With small gestures you can become known as someone who considers others and values their contributions. This doesn’t mean memorizing a big book of etiquette. It does mean consistently polite and patient. When you use your manners consistently you show you’re capable of assuming a higher-level position and moving ahead in your career.

3) Networking needs to be a way of life.

In some cultures in the world networking is the only way to get anything done. Whom you know and who knows you are key to getting business done in Asia. It’s not so obvious in the US but just as important. You can do your networking in passing, by just talking with other people about your work or yourself during the everyday process of organizational life. Really good networkers network all the time. Unearthing someone’s background and interests allows you to identify commonalities and start building a history of shared conversation. It’s these shared conversations which help others to let you know about themselves and to learn about you.

You can do your networking actively by talking with others with a specific purpose in mind. Your networking may consist of polling others to get feedback or just to talk things over with them. Active networkers keep a mental, or a physical, file of people they’ve met, remembering who is interested in what, who would like to connect with whom, or who just likes having an interesting conversation. A business card reference system can help. It’s worth writing down information on the backs of your cards while the encounter is still fresh in your mind. Don’t forget to have cards of your own handy too. Just be careful not to write on those cards in Asia. That can be seen as an insult. It also can be an insult to be with networkers who are motivated by self interest. They may strike you as phony or self serving. Remember that networking is about enjoying the conversation and showing others the interest they deserve.

Build Trust. Mind your manners. Network regularly. Three simple relationship strategies that will help “huff and puff” proof your relationship house and keep that big bad wolf from making a meal of your career.

By Dr. Karen Otazo

www.global-leadership-network.com

Dr. Karen Otazo is an author, consultant, global executive coach and thinking partner for multinational companies worldwide.http://www.global-leadership-network.com
Article Source: http://www.articlerich.com

Related reading:

Leadership Talent: Winning The Succession Wars by Patsi Krakoff, Psy. D.

The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. Who will replace your retiring executives, and how will you keep your company's leadership pipeline full?

The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today.

Baby boomers have already started to retire. Most large companies will have to scramble to meet gaps in senior leadership talent. Who will replace your retiring executives, and how will you keep your company's leadership pipeline full?

Patsi Krakoff, Psy. D. writes articles for business and executive coaches and consultants. She provides articles on leadership and executive development for sale, and formatted into customized newsletters. Get Patsi's Secrets of Successful Ezines 7-Step Mini-Course to learn what you need to know to publish a successful ezine. http://snipurl.com/Ezine_MiniCourse
Article Source: http://www.articlerich.com