How To Onboard, Train and Develop The Skills of our Future Leaders

November 8, 2013

Jill who is a twenty something leader recently told me that she had been with her company for six months and that she was looking for work elsewhere. When I asked her why she said that although she was told when she was hired that she would have opportunity for career advancement and growth she did not see any indication of this being provided to her.

We may have our own opinions about the expectation of the younger generation however the reality is that Gen Y’s (those in their twenties) have higher expectations from their leaders and the company they work for than ever before.

With technological advances and the Gen Y’s innate ability to use technology to get things done quickly along with uber confidence most Gen Y’s want speedier promotions. Their attitude is if they are achieving performance goals that is more important then time on job. The reality is that the key to on boarding future leaders is to have a plan for skills development. Gen Y’s want to be set up for success and want the tools to succeed whereas a Gen X or a Baby Boomer went through the ‘sink or swim’ era’s of leadership.

The infographic of global statistics on what workers want from leaders below shows that there is still a gap in what workers want and the skills that leaders actually have:

Jill would have likely stayed longer with her current employer if she had been on boarded with a development plan and a clear career path laid out for her.

The key to having successful future leaders regardless of their generation is to have a process that sets ALL of the generations up for success when it comes to being groomed for leadership. One of the biggest opportunities for organizations in the next five years is to strategically include a succession plan and leader grooming process. Organizations who do this will benefit from engaging Gen Y’s longer, provide options for Gen X and Boomers in regards to work on different projects and to get involved in knowledge sharing as part of the succession plan.

So how do you on board, train and develop the skills for your future leaders? I have used the following process successfully with a number of organizations:

1. When hiring include assessments that measure for leadership potential and also provide career path options that include leadership development opportunities

2. As part of the career path option that the employee chooses provide clear ‘learning journeys’ that help him or her to develop their skills as they advance on the career path

3. Provide training and development in a variety of formats including online learning, in class trainings, coaching sessions, role plays, video and job shadowing

Many organizations are still reactive when it comes to managing potential leaders- they only identify a leadership need when there is a vacancy rather than continually planning to identify future leaders, provide learning and growth plans along with career path options.

Organizations who are doing a great job of this include Caseys http://www.caseys.com/careers/your_career_path their website clearly shows the potential career path for employees as well as outlines leadership philosophy. This type of clarity is very appealing to Gen Y as they are attracted to companies who provide visual career paths and potential opportunities.

Dow has a long history of cross-functional and cross-business movement within the organization, as well as a focus on international development assignments. Dow offers various rotational programs in a number of disciplines. These programs offer different job assignments that provide diverse experience and opportunities including:

Business Services Rotational Program: providing an opportunity to gain exposure and work experience in different types of effort within the Business Services organization.
Commercial Development Program: providing an opportunity to participate in a variety of account-management experiences designed to build skills and familiarize employees with the resources available to help them manage Dow’s relationships with their customers.
Finance Development Program for Accountants: provides diverse and varied working knowledge of Dow’s Finance organization.
Human Resources Rotational Development Program: gives participants insight into the global Dow organization and culture.
Finance Leadership Development Program: develops leaders with the skills and experiences needed to excel and to contribute to their global organization.
MBA/General Management Program: creates an accelerated path to senior leadership for a few exceptional people, who can bring new ideas and insights to the opportunities and challenges facing Dow.
Public Affairs Development Program (PADP): allows participants to develop and enhance communication skills, gain valuable insight into the different communication roles and build networks in the function and across the company.

– See more at: http://chiefexecutive.net/2013-best-companies-for-leaders-top-5#sthash.pc0QpXtv.dpuf

Business Services Rotational Program: providing an opportunity to gain exposure and work experience in different types of effort within the Business Services organization.
Commercial Development Program: providing an opportunity to participate in a variety of account-management experiences designed to build skills and familiarize employees with the resources available to help them manage Dow’s relationships with their customers.
Finance Development Program for Accountants: provides diverse and varied working knowledge of Dow’s Finance organization.
Human Resources Rotational Development Program: gives participants insight into the global Dow organization and culture.
Finance Leadership Development Program: develops leaders with the skills and experiences needed to excel and to contribute to their global organization.
MBA/General Management Program: creates an accelerated path to senior leadership for a few exceptional people, who can bring new ideas and insights to the opportunities and challenges facing Dow.
Public Affairs Development Program (PADP): allows participants to develop and enhance communication skills, gain valuable insight into the different communication roles and build networks in the function and across the company.

– See more at: http://chiefexecutive.net/2013-best-companies-for-leaders-top-5#sthash.pc0QpXtv.dpuf

Business Services Rotational Program: providing an opportunity to gain exposure and work experience in different types of effort within the Business Services organization.
Commercial Development Program: providing an opportunity to participate in a variety of account-management experiences designed to build skills and familiarize employees with the resources available to help them manage Dow’s relationships with their customers.
Finance Development Program for Accountants: provides diverse and varied working knowledge of Dow’s Finance organization.
Human Resources Rotational Development Program: gives participants insight into the global Dow organization and culture.
Finance Leadership Development Program: develops leaders with the skills and experiences needed to excel and to contribute to their global organization.
MBA/General Management Program: creates an accelerated path to senior leadership for a few exceptional people, who can bring new ideas and insights to the opportunities and challenges facing Dow.
Public Affairs Development Program (PADP): allows participants to develop and enhance communication skills, gain valuable insight into the different communication roles and build networks in the function and across the company.

– See more at: http://chiefexecutive.net/2013-best-companies-for-leaders-top-5#sthash.pc0QpXtv.dpuf

Dow has multiple programs such as business services rotational program and their mba/general management program that provides accelerated leadership opportunities.

IBM has accelerated leadership development programs such as basic blue, shades of blue and accelerated executive leaders path learn more here

Future leaders are the future of the business the more proactive organizations can be to focus on bringing on potential leaders and provide training and development the more they increase their competitive advantage.

Business Services Rotational Program: providing an opportunity to gain exposure and work experience in different types of effort within the Business Services organization.
Commercial Development Program: providing an opportunity to participate in a variety of account-management experiences designed to build skills and familiarize employees with the resources available to help them manage Dow’s relationships with their customers.
Finance Development Program for Accountants: provides diverse and varied working knowledge of Dow’s Finance organization.
Human Resources Rotational Development Program: gives participants insight into the global Dow organization and culture.
Finance Leadership Development Program: develops leaders with the skills and experiences needed to excel and to contribute to their global organization.
MBA/General Management Program: creates an accelerated path to senior leadership for a few exceptional people, who can bring new ideas and insights to the opportunities and challenges facing Dow.
Public Affairs Development Program (PADP): allows participants to develop and enhance communication skills, gain valuable insight into the different communication roles and build networks in the function and across the company.

– See more at: http://chiefexecutive.net/2013-best-companies-for-leaders-top-5#sthash.pc0QpXtv.dpuf