While meeting with a client the other day---VP of Human Resources for a large, global consumer products company--I was stunned to hear her say, "Our budget has been slashed, so we won't be providing any coaching or development for middle level, high potential leaders this year. "

"Can your business afford this kind of set back? Can you really go a year without building the capabilities of your best and brightest?" I asked.

She said, "No, but I don't have another option."

YES she does. And so do you.

No business can afford to stop developing talent right now.
When you eliminate leadership development you're gambling with your most value asset: critical company knowledge, ingrained cultural practices and norms, and deep employee/customer relationships. The possibility of losing these key people to a competitor, or worse---losing their motivation to drive your business, is high-risk gamble.

If you can't provide formal programs and outside resources, you CAN engage executives in a campaign to drive development and learning through the ranks. This is an opportunity for you--as a forward thinking business leader: invite executives to join in the development of leadership at all levels.

Here are 5 ways you can do this immediately:

1. Drive the Leadership Development Agenda
Take this opportunity to engage executives in critical 1:1 discussions about leadership development, key leadership competencies and succession in their functional areas, divisions, teams and departments. Present a "new agenda’ by discussing no and low-cost options for growing leaders at all levels.

2. Increase Development Discussions
During times when formal programs are decreasing, informal and structured conversations should be INCREASING. Yes, the leaders should be talking with their team members more often about individual development and performance goals, realistic development options and alternatives to company sponsored programs.

3. Executives As Coaches
Executives should be prepared to coach their direct reports AND leaders from other functions. In one of our client companies, executives are assigned a "future" leader from another functional area. They are asked to meet at least 1x a month for 1 hour. Their discussions are confidential and focused on a clearly established and agreed upon development goal for the future leader. [One might think that organizational politics might hinder this process, but this client reports the process a total success! They are saving money by using "internal coaches" and breaking down functional silos as relationships are bridged---all while leaders are being developed. ]

4. Book Clubs: Executives As Moderators
Internal “Book Clubs” are a cost effective way to drive discussion and learning related to key leadership issues. You can pick an HBR article or a book—then randomly assign developing leaders into cross functional groups of 8 to 10 members. The moderator of each group should be an executive from the organization. The executive/moderator can determine where they meet and how frequently. This is a great way to build relationships across the globe, as moderators can host virtual book club meetings using conference call, video conferencing and other web-based collaboration tools. I highly suggest that you give each moderator a list of discussion questions, and suggest ways that the group can apply the concepts they read to real life leadership situations.

5. Problem Solving: Executives As Role Models
Ask executives to take a turn leading a cross-functional, problem solving task force. Chances are, during a down economy, there are opportunities available for the company to cut waste, improve processes or solve an on-going problem. When an organizational senior level leader champions a task force and models team leadership behavior, you provide the best, real time lessons a developing leader can experience. And, remember, the leader and process do NOT have to be perfect—sometimes the most powerful and important learning comes when executives make mistakes and fail to address issues. Growth happens when developing leaders have to assist, communicate and problem solve with other team members to achieve goals and outcomes.


If you have more ideas related to engaging executives or developing high potential leaders, please comment on this blog or email me directly at
christineg@ariacx.com

Best-
Christine Grimm
ARIA Consulting International
www.ariacx.com