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| Finding New Leaders Leigh Kibby -Kinematic Leaders are under constant pressure to perform, inspire and keep businesses afloat by blending a focus on task accomplishment with people caring. So, they are required to be intellectually ambidextrous mixing right brain caring with left brain goals focus - east meeting west when never the twain shall meet. We are also told that leaders are not made, they are born. Yet, today we need good leaders more and more and we cannot wait for the birth rate to correct a deficit in leadership. The dilemma facing corporate executives is how to create new leaders who are caring and sharing yet capable of bringing forth bottom-line results. One simple answer is to have dual leadership in the workplace, one being the technically proficient and the other a personable team coach. An elegant solution if these disparate individuals can work well together and submit to the ultimate authority of the CEO. However, given the general industry contraction in numbers on the payroll, many organisations might find this erudite solution cost prohibitive. What then do they do? Talent spotting is another option. In this scenario, the executive looks for likely candidates who then undertake intensive training followed by a period of leadership apprenticeship, often overseen by an experienced mentor. This works well if the criteria for spotting the talent is clearly identified. Unfortunately, the executive tendency of selecting mirror images of themselves has lead to some organisations having dysfunctional cultures and by clones of the CEO, which seriously limits the intellectual bandwidth and perceptual framework. Fundamental to finding an individual with the right stuff is to have clear criteria for identifying leadership potential. This should include:
Whilst HR records should track performance closely, it is also useful to obtain anecdotal records bottom up, top down and laterally. Then, make the best choice on balance, balance being the critical factor. But, if I were to choose one characteristic over all the others, I would focus on attitude. The mechanics of a role can be learnt, it is much harder to acquire the personal style that makes a leader different from the rest of the pack, and attitude drives style. ©1997 Leigh Kibby |
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| Leadership 2021 "Visionary Leadership" | Professional Development Business "5th Generation Management"
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