What is the best way to train tomorrows leaders?

“Effective leaders recognise that the ultimate test of leadership is sustained success, which demands the constant cultivation of future leaders” (Tichy 1997). “Leadership is a process, not a position” (Hughes et al 2006), therefore it is imperative that as leaders we must understand what motivates those we lead because the success of the leader and the organisation is dependant on the performance of others. If this is the case, then the lessons that we have learnt as leaders must be passed on to those we lead. Providing an environment that encourages the development of future leaders is the responsibility of organisations and those that lead them.

This can be achieved through formal training programs funded by organisations. They can also be achieved through informal training plans where the leader is directly involved – perhaps in the form of coaching. Informal training allows trainee’s to learn more about the leader because “winning leaders seem to naturally generate positive emotional energy in others” (Tichy 1997). In addition, future leaders must also show an eagerness to learn and develop themselves whether through company or personally funded training courses. By doing so, they in turn transmit an eagerness to be developed and harnessed for greater things in life.

According to Tichy (1997) “the ability to develop the leadership of others requires three things; a teachable point of view, a story for your organisation, and a well-defined methodology for teaching and coaching” (ibid). As the global arena becomes virtually smaller, leaders of organisations must consider the long term objectives for the survival of their organisations. Survival therefore depends on the talent within an organisation. As noted by Tichy talent can either be hired from outside the company or as most businesses are trying to achieve going forward; develop from within because insiders already have an understanding on the business.

To help the development process of future leaders, Tichy (1997) proposes three key factors that provide a framework that can be taught throughout the organisation. Or in order words, develop a “leadership brand” (Lawler 1999) that can be taught using a “methodology” (Tichy 1997). Tichy noted that to succeed as a leader one must be able to articulate a defining position for one’s organisation. One must also be able to talk clearly and convincingly about who you are, why you exist, and how you operate (ibid). This sounds very much like an organisation’s objective summarised into a lift statement having already been clearly defined and communicated to the workforce. In essence this ensures that the leader believes and supports the organisation’s objectives.

According to Tichy story telling allows the leader to relay a certain sense of feeling and belonging that followers can relate to. Through these stories, a follower is able to imagine themselves in this situation and connect emotionally with the situation. By doing so, they have also made a connection with their leader. Many situations can be relayed using these stories making it an excellent way of getting buy-in from followers. If fact this is one of the methods that I already use when discussing certain things with followers because in most cases, followers may question whether the leader has actually been in that situation previously. By relaying a story about a given situation, the leader is able to place him/herself in the same light as the follower to gain credibility.

A methodology therfore is a set of instructions or a plan of action on how a particular task should be carried out; or as Hughes et al (2006) describe it, “development planning”. As noted by Tichy (1997) “to be a great teacher you have to be a great learner”. This also fits in well with Hughes et al’s (2006) view that in order to build a development plan, involving the trainee in putting together the prospectus perse gets buy-in.

Conclusion
A leader’s own style will determine the method used to train and influence tomorrow’s leaders in their own organisations. Involving the learner in designing their own development plan ensures that they will learn in a way that best suits them and their mentor.

References
Hughes, R.L., Ginnett, R.C., Curphy, G.J. (2006) Leadership: Enhancing the lessons of experience. 5th ed. McGraw Hill: country regionplaceSingapore.

Lawler, E. (2004) Leading a Vituous-Spiral Organization by Edward E. Lawler:

Leader to leader, No. 32 Spring 2004 [Online] Available from:
http://www.leadertoleader.org/knowledgecenter/L2L/spring2004/lawler.html (Accessed 27 April 2007)

Tichy, N. (1997) The mark of a Winner. [Online] Available from:
http://leadertoleader.org/leaderbooks/l2l/fall97/tichy.html (Accessed 13 May 2007)