So, you have a talent management process that allows you to easily identify the great managers with potential to progress into top leadership positions within the business (part 1). That’s a great start.
Then, the leaders and HR experts work exactly what these individuals need to progress (part 2). Now, the last stage in this talent development cycle is to actually look ahead and ask: what does the future look like for our leaders of tomorrow?
The short answer is, like British weather, always changing. Problem is, that doesn’t really help any of the managers looking for guidance and advice on how they should be equipping themselves for their journey up the hierarchical ladder.
There is also a pipe dream that many managers (even those with huge potential) will have in the back of their minds, and this is that there’s a constant and steady time up ahead. This period of time will give these individuals the space to establish concrete foundations. Many managers truly believe that this is a realistic ambition and that the future will bring an end to constant change and the need to adapt.
It’s not going to happen.
The internet has exposed businesses to larger markets and larger pools of competition. It’s this competition that is driving the need to constantly evolve and change – it is necessary not just for success, but for survival too.
Today and moving forward however, the environment will demand mindsets that think, ’change is already here, we’re in it and need to hit the ground running’.
If you take nothing else from the three articles, take this…
The role of HR here is to ensure that talent management and career progression is part of the business strategy – not just an isolated HR function. The most effective way to do this is to be clear on the process:
1. Identify great managers
2. Offer the sponsorship and support needed
3. Ensure managers are equipped to handle constant change.
Then, leadership buy-in is crucial. For any new initiative, such as defining and executing a talent management process, there must be buy in from the top. Involve leaders in the sponsorship stage of the cycle, and try to get them involved on a ‘head level’ with the managers that they champion.
Tim Taylor
Making Great Leaders – Download our whitepaper at Great Managers
