Career Planning
Preparing new leaders for successAs baby boomers make their exit and organizations continue to strip down layers of management, today's leaders are climbing the corporate ladder faster than ever before. Many are leaping into unfamiliar territory and, thanks to a "sink-or-swim" mentality, are struggling to survive, a study has found. LINDA WHITE -- Special to the Toronto Sun |
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"People are excited about being in leadership. They want the opportunity to make things happen and have an impact within their organization but perhaps are unprepared for the level of stress that comes with their new role," says Anuradha Chawla, a senior consultant with Development Dimensions International (DDI) and co-author of the report, Canadian Leaders in Transition: Stepping Up, Not Off.
When asked what aspect of promotion gives them the greatest reward, three out of four Canadian leaders listed greater opportunity to make things happen as their top motivator, followed by making more money.
But there's a widening gap between the demand for leadership and the supply of leaders ready to take on the challenge, the study found. "Organizations need very ready leaders, but not all leaders are as ready as they would like to be," Chawla says. She recently addressed a leadership forum hosted by The Toronto Society for Strategic Management.
Nearly half of Canadian leaders surveyed said companies were ineffective in preparing leaders for a new transition. Not only do they arrive at their new position without appropriate training and development, they struggle to learn their new responsibilities. That results in frustration and lost productivity, which in turn leads to an increase in promotion failure rates, the study concluded.
STRUGGLING TO COPE
Leaders at all levels said the transition is comparable in difficulty to coping with bereavement and divorce. Newly promoted leaders are struggling to cope with such challenges as navigating organizational politics, the complexity of their new tasks and human dynamics.
They must learn, for example, that success no longer comes from their personal accomplishments but what they accomplish through others. "Until now, they could virtually work as an island unto themselves," Chawla says. "They are now in a position where they're required to influence others."
It's a monumental task. According to DDI's Leadership Forecast 2005-2006, internally-sourced leaders are failing one third of the time. "Companies need to realize, if they haven't already done so, that this is a significant area of risk," Chawla says. "They will lose these talented leaders -- not because they're incapable, but because they're unprepared."
But companies can take steps to prepare new leaders for success. "Build a strong leadership pipeline. Identify the people who have the ability, motivation and drive to one day become leaders. Provide these leaders with accelerated support and development," Chawla says. "Paint a very clear picture of what is expected of them at each transition or juncture."
Immediately upon transition into their new position, help leaders integrate into their new role. The most important people to help them through transitions are their colleagues or peers and bosses.
"These leaders are generally capable people, but the transition is highly stressful and they require support before and after the transition," Chawla says. "They're saying, 'Hold my hand for at least a little bit as I learn my new role.'"
QUICK FACTS
New leaders are excited about new challenges but are afraid of failure, Development Dimensions International reports in a new study. Help set the stage for their success with the following tips:
- Pick the right people. Determine who is most ready to take on more responsibility.
- Define transitions. Expose new leaders to the world that lies ahead.
- Provide support through such initiatives as peer-to-peer networks and external coaching.
Illustration:
photo of ANURADHA CHAWLA
Development Dimensions International
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