One of the most alarming current global business trends points to one of the most tantalizing business opportunities.
As baby boomers retire, the ranks of managers and supervisors are being depleted. Organizations are also losing the wisdom carried by experience, hard-won repositories of technical knowledge, and personal case studies of problem-solving. Further, networks of professional contacts that aided internal and external collaboration, innovation, and team performance are gradually diminished and weakened as baby boomers exit the workplace.
Most organizations, by their own report, are not doing enough to address this impending short supply of internal leadership.
From the perspective of millennials and members of post-baby boom demographics, this leadership vacuum is disempowering and frustrating. When leadership is ad hoc and constantly churning, it is difficult to win resources and commitment for projects or plans that extend beyond the organization’s current [fiscal year, or even shorter] event horizon.
It Begins with a Shift in Focus
If your organization is one of the 94% of global businesses that admit to not doing enough to secure the leadership future of the organization, you’re probably wondering what it will take, what it will look like, and where to begin to create an internal context that assures the ongoing development of leadership.
It begins with an understanding of the fundamental transformation that must take place as “high performers” become team leaders, supervisors, and first-time managers.
This demands expanding beyond knowledge acquisition and skill development. It affects the head, hands, and heart of every high performer who successfully makes the transition to effective leadership.