It is quite straightforward, but a mystery to most organizations. The answer lies directly in front of us, yet we refuse to see it. I am not talking about the secret of life, the essence of the universe or some other deep, existential question, but to the comparatively mundane topic of leader development.
I suppose I should be grateful that this topic is more elusive than Sasquatch, seeing as it provides me and many thousand executive coaching compatriots with a raison d’etre. Still it is frustrating to witness the ongoing thrashing about that most organizations needlessly put themselves through on what should otherwise be natural to most firms.
The root of this problem, paradoxically, lies in its intended remedy.
When companies start out they are focused on one thing and one thing only, survival. Such focus provides crystal clarity on the actions that matter most to the firm and its employees, those activities that drive the attainment of results. Their every move is viewed through this lens. It is at once edifying and motivating. Every employee is required to embody this focus, for if they do not, the very survival of the firm is at risk. The fantastic derivative benefit of such focus is that it is highly developmental. By definition, the actions required for a start-up to survive require that employees take on skills in an untested crucible, where the likelihood of success and failure both loom. Studies of successful executives reinforce that such circumstances provide for the most meaningful leader development experiences.
Then, over time, something insidious begins to happen to the start-up. The firm becomes successful. With this success becomes the need to build infrastructure and sophisticated systems. Among these is a variety of management development tools which bring their own set of rules, competency languages, forms and requirements in order to “manage” leadership development. Over time, the very element that developed the firm’s leaders, a focus on results, gets lost in a sea of overwhelming administrivia, as the means (process) take precedence over the end (results). As a result, the remedy, at best, has a placebo effect. At worst, it is a shameful waste of resources…and focus.
My own research bears out the power of results-focused development. The number one strength of those executives that I have coached who later get promoted to the highest levels in their firm is results orientation. They know how to achieve results and focus upon them like a laser. No sophisticated system is required.
The implications are clear. To develop your leaders to their fullest capability, keep them focused on what has always mattered the most, results.