Important Leadership Processes

We make a living by what we get, we make a life by what we give.  -Winston Churchill

Before the rise of outsourcing of just about everything (including thinking in some companies), one of the key leadership processes of the senior team was training and developing the next level of management.  Today, like many other processes, this important task has been mostly outsourced, to the human resources function and to executive education courses at prominent business schools.  Is this really working?

In the current economic climate where relative predictability has been replaced with uncertainty at every turn, many up and coming managers (and some senior ones) have never had to face such difficult and chaotic business conditions.  As a result, we believe the job of executive development is too critical for senior management to delegate. But that doesn’t seem to be the case in most organisations.

The next generation of leaders (General Managers and the like) are not being properly coached and developed by their senior leaders.  Why?  Culprits seem to be the fast pace of business and an ever increasing focus on external issues rather than internal.  But suppose senior leaders wanted to take back this important role.  How would it work?  This is not about mentoring.  This is about real-time coaching and training that is necessary for the health and success of the business.

For example, in one company the board and senior leaders saw (and sensed) the economic slow down coming, mostly because they had access to experts and outside intelligence that their GMs and VPs did not.  Knowing it was impossible for them to deal with a mega-downturn through policy alone, they quickly scheduled a 2 day “Leadership Development” session, held at corporate headquarters, where the senior leaders talked to the GMs and VPs about the current and expected future state.  They shared historic best practices and failure modes of businesses who in past similar situations had responded properly as well as improperly during economic crisis.

Some of the case studies showed how certain businesses increased investment in key areas, cut COGS, worked margins, and incentivized their best talent. Other cases showed companies who cut G&A, stopped investing, and quickly lost their best people and market share.  The discussion that followed was both pointed, challenging and invigorating.  Needless to say that company exhibits an entirely different level of readiness, engagement, positive energy and feelings of being in control of their destiny than many other companies facing a severe downturn.

Where are the case studies that GMs and young leaders can read and debate with their senior leaders?  And if these case studies exist, where is the willingness of the senior team to enter into such open debates? We see the development of the next generation of leaders as one of the key leadership processes that, if properly designed and delivered, can yield significant business rewards.

I hear and I forget. I see and I remember. I do and I understand.   -Confuscius

Tight Lines . .

John R Childress

E | john@johnrchildress.com      T | +44 207 584 3774      M | +44 7833 493 999

About johnrchildress

John Childress is currently Visiting Professor in Strategy and Culture at IE Business School in Madrid and a pioneer in the field of strategy execution, culture change, executive leadership and organization effectiveness, author of several books and numerous articles on leadership, an effective public speaker and workshop facilitator for Boards and senior executive teams. In 1978 John co-founded The Senn-Delaney Leadership Consulting Group, the first international consulting firm to focus exclusively on culture change, leadership development and senior team alignment. Between 1978 and 2000 he served as its President and CEO and guided the international expansion of the company. His work with senior leadership teams has included companies in crisis (GPU Nuclear – owner of the Three Mile Island Nuclear Plants following the accident), deregulated industries (natural gas pipelines, telecommunications and the breakup of The Bell Telephone Companies), mergers and acquisitions and classic business turnaround scenarios with global organizations from the Fortune 500 and FTSE 250 ranks. He has designed and conducted consulting engagements in the US, UK, Europe, Middle East, Africa, China and Asia. Currently John is an independent advisor to CEO’s, Boards, management teams and organisations on strategy execution, corporate culture, leadership team effectiveness, business performance and executive development. John was born in the Cascade Mountains of Oregon and eventually moved to Carmel Highlands, California during most of his business career. John is a Phi Beta Kappa scholar with a BA degree (Magna cum Laude) from the University of California, a Masters Degree from Harvard University and was a PhD candidate at the University of Hawaii before deciding on a career as a business entrepreneur in the mid-70s. In 1968-69 he attended the American University of Beirut and it was there that his interest in cultures, leadership and group dynamics began to take shape. John Childress resides in London and the south of France with his family and is an avid flyfisherman, with recent trips to Alaska, the Amazon River, Tierra del Fuego, and Kamchatka in the far east of Russia. He is a trustee for Young Virtuosi, a foundation to support talented young musicians. You can reach John at john@johnrchildress.com or john.childress@theprincipiagroup.com
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2 Responses to Important Leadership Processes

  1. Pingback: I Want . . . | John R Childress . . . rethinking

  2. Pingback: An Effective Leadership Team . . . | John R Childress . . . rethinking

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