It may be easy to underestimate the importance of the Capital One Cup because as many fans will agree it is not the most exciting or pivotal event in the football calendar. Although the event, which is now fully underway, does not always offer us the most exhilarating examples of football (except for a few recently including Arsenal thriller, of course), I would argue it plays an essential role in creating the football stars of the future.

By taking the most high profile footballers out of the equation, the Capital One Cup provides a fantastic platform for sport’s newest talent to showcase their skills and prove to club managers that they have what it takes to progress to the next level.

Without it, how else would managers establish the worth of the players they have sitting on the bench?

Manchester United defender Michael Keane is one player that is using the competition to move through the football talent pipeline. Alex Ferguson selected Keane for the team’s match against Chelsea, after the 19-year-old player made his full debut in the in the third round of the Capital One Cup in a match which saw Manchester United beat Newcastle United 2-1. In order to remain competitive in these tough economic times, businesses must create their own versions of the Capital One Cup to put potential leaders through their paces. What are you doing to build the leadership bench in your organisation?

Are you aware of the talent sitting on the sidelines? Testing out leaders is particularly important because very few businesses can afford to invest in those that don’t deliver financial returns. There are a number of ways to test the metal of high-flying managers. Those who show potential could shadow a company executive for week.

They could then be asked identify the key challenges the business faces; come up with five key issues their executive should flag up at the next board meeting; and ideas for short-term and long-term business strategies. It is about capturing the hearts and minds of people within the business and encouraging potential leaders to share their own ideas on leadership and management. Alternatively, an organisation could select ten of its best performers to attend a conference relating its market or industry.

This would give them the opportunity to discuss the significance of it with their contemporaries and work as a team to develop relevant business strategies. Leaders can only achieve a good return on investment, if they can inspire others and channel the company’s culture and values through the business. It is important to establish whether future leaders have the values and principles to be products of the businesses’ culture. Effective leadership should become part of everything a company does.

Businesses need to come up with their own version of the Capital One Cup – a way of putting of their leaders to the test in an environment that does not impact the overall success of the leadership team or the business.

Could these individuals be encouraged to develop their own strategies and set future objectives for the business? This is the return: an evolving set of leaders who are products of the business’ culture. When ‘leadership’ runs though the business and becomes a part of everything the company does, return on investment (both in terms of financial investment and time spent) is the natural by-product.

Tim Taylor
CEO
Making Great Leaders