Leadership needs to be collective : and cut across the organizational hierarchy. It cannot, and should not be the domain of ‘seniors’ alone. However, ensuring you develop leadership across the organisation is never easy : and often becomes something that may get misconstrued. Remember : leaders grow over time : a one off program here and there does NOT qualify as a development of leadership potential across an organisation.
- Give everyone the opportunity to take part in ‘important’ projects
I know it is tough to really charge a rather junior person with an important and pivotal assignment/project : but, if you can’t give juniors the opportunity to really deep dive into important projects and lead them : then, chances are, they will never truly ‘grow up’ and are only capable of seeing ‘their task’ and nothing more.
The trick is this : give them the charge : but build very strong review processes. NEVER get tempted to give them ‘answers’ to their problems : rather, work WITH THEM to find the solutions : or better still, ask them for options, and help them make the right decision. Being able to get an important project done right gives enormous confidence - and also, builds a set of skillsets that becomes essential for their growth as a leader.
- Actively encourage job rotation
Job rotations force people out of their comfort zones. Put a solid structure around job rotations : don’t just allow people to ‘walk into another department and see what they do.’ Being able to actually ‘work’ in a different department and DO the work demanded of that role is the key. This enables young leaders to quickly adapt to new situations : be under pressure : make mistakes - and learn from them - and also, get to know the wider organisation.
- Enable ‘double promotions’
Being able to ‘jump the hierarchy’ and get ‘promoted over your boss’ is a double edge sword : but used right it can break down traditional inhibitive structures and create an egalitarian and merit based performance culture : it also demands all leaders to understand that tenure alone is never a good enough reason to ‘be in a position of leadership.’ Be cautious though : and make this an exception than a rule : and limit it to the truly well deserved : otherwise it leads to a culture of mistrust and back biting : and erodes power bases to the point of hierarchical senility !
Hierarchy in itself isn’t bad : but leadership being limited to the hierarchy can be disastrous. So, build ways to enable leadership to be something that does NOT depend on the hierarchy : rather, make it based on ability and skill : and of course : aptitude for leadership itself. The key is to enable people across the length and breadth of the organisation to take part in the leadership process.
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