“There is so much fascination with technology innovation, but so much fear when it comes to management innovation. There are however many companies openly admitting that they have no competitive advantage in what they produce and sell. They find it in the way they lead and manage” – Bjarte Bogsnes
Identifying and nurturing the future leaders in your organisation should be close to the top of your strategic “to do” list as a successful technology leader.
It’s not only that leadership is a competitive advantage in the modern corporate environment but also, that building effective leadership within your team helps you concentrate on your value add. You need to delegate, but you need to delegate with confidence.
But there is a fundamental flaw in the traditional model of leadership and management skills training, that it’s often taken too late by the recipient.
Leaving aside the fact that the skills required to be an effective leader are skills you should be acquiring throughout your career, it’s also the case that individuals often arrive into management and leadership roles many years before they or their company triggers a focus on leadership training.
It’s akin to taking your driving test 10 years after you’ve started driving, those bad habits are likely to already be ingrained and difficult to shift.
Often the delay is because leadership and softer skills are not deemed a training priority, particularly for developers and engineers where the focus is dominated by technical training. Some CEOs and senior executives live in the past about the professional development requirements and benefits for the individual and wider organisation.
We are regularly chat with CTO Academy members frustrated by the lack of vision shown by their CEO or line manager about the need and impact of management and soft skills training.
Perhaps this is why many companies suffer from a lack of good quality leaders and managers.
Corporates (and some of their talented employees) often suffer from the Peter Principle where certain managers only stop being promoted when they reach the level of their own incompetence. If you’ve worked below someone like that, you will know the impact they can have on employee morale and wider company performance.
Leadership training is too often stuck in the past and/or delayed so long that the future has already arrived.
Harvard Business Review explored some of these issues in a study called ”Why leadership training fails and what to do about it” where they found that …
“Three-quarters of the nearly 1,500 senior managers at 50 organizations interviewed were dissatisfied with their companies’ learning and development function. Only one in four reported that it was critical to achieving business outcomes. Decades’ worth of studies show why it isn’t working, but, sadly, that understanding has not made its way into most companies.”
They found that the benefits of training had the most impact when championed by senior leaders, a top down approach that helps motivate people to learn and change; creates the conditions for them to apply what they’ve studied; fosters immediate improvements in individual and organizational effectiveness; and puts in place a system and culture that helps sustain the learning.
One of the major challenges with traditional corporate training and still now with e-Learning, is engagement and application, making sure an individual can apply the learning gained to their immediate working environment.
If the organisation doesn’t support an individual to implement on a daily basis what they have learned, then after 2-3 days they will regress back to their old habits. There is also evidence that employees also struggle to implement new habits when their own superiors are not living what had been taught.
The “Do as they say, not do as I do” doctrine of corporate leadership …
The HBR article found that companies consistently struggle with ..
(1) unclear direction on strategy and values, which often leads to conflicting priorities;
(2) senior executives who don’t work as a team and haven’t committed to a new direction or acknowledged necessary changes in their own behavior;
(3) a top-down or laissez-faire style by the leader prevents honest conversation about problems;
(4) a lack of coordination due to poor organizational design;
(5) inadequate leadership time and attention given to talent issues; and
(6) employees’ fear of telling the senior team about obstacles to the organization’s effectiveness.
Barriers to progress they describe as “Silent Killers”.
We’ve been running a series of online interviews with tech leaders around the world, primarily focused on how they`ve been managing and leading through the pandemic but also looking more widely into what they see as key attributes for successful tech leaders …
“Authenticity, humanity and empathy” – Marcin Floryan, Spotify
“Empathy, an eye for talent, interest & an aptitude for technology and how, when it’s applied with flair and creativity it almost always acts as a force for good. Anyone can read books but you need genuine empathy for the people around you. The ability to build teams is also critical. The cult of personality that builds up around some people is ultimately in the medium or long term quite destructive.” – Colin McQuade, Barclays International
“Part of our job is to speak the language of the business and be an advocate for the technology on the board where maybe not everyone else is from a technology background. But technology has become as important as an understanding of finance or marketing or sales and not every CFO or CEO comes from that digital background. So it’s important that we speak the language of everyone else and champion technology at that level and make sure we do put technology at the heart of the business” – Ben Jones, Growth from Knowledge
“I’m careful to make sure that I’m working with all the different team members at the different levels of engagement that they require and that I’m demonstrating through my actions that I have their best interests at heart while I do my best to marry their interests with the interests of the business. And if I do those 3 things, as well as I can, in relation to how I work with my team, that makes me a successful leader from the point of view of my team. Then from the point of view of my leaders it’s really just about transparency and visibility as well as accuracy and detail” – Jerome Pimmel, AWS
“I think these have changed. If it used to be; having a strong vision, hiring the right team, picking the right toolset. Nowadays it’s more about; building the right ecosystem of partners, having the right platform to enable innovation. Those are the two things that senior tech leaders really need to focus on these days” – Tim Hooley, Red Hat Europe
“I’d say the key are human characteristics of creativity, risk taking, innovation and putting people first” – Shilpa Shah, Deloitte
Looking more widely at corporate leadership and Jacob Morgan is an author and leadership expert who wrote about a book called “The Future Leader : 9 Skills and Mindsets to Succeed in the Next Decade”.
Main thesis of the book is to look at whether current leaders are ready for the future and how well they are practising skills and mindset.
Spoiler alert … His conclusion is not positive with a key observation from hundreds of interviews that leaders think they’re good at being leaders whilst their direct reports say they’re not. The book focuses on skills and mindsets a successful leader needs in their toolkit, namely …
|Humility and Vulnerability||Ability to motivate, engage and inspire|
|Curiosity||To be a futurist|
|Embrace diversity||Tech savvy|
|Think big picture||Coach people|
|Growth mindset||Emotional Intelligence|
|Lifelong learner||Empathy and Self Awareness|
A recent Global Leadership study found that only 14% of CEOs feel they have the leadership talent they need to execute their business strategies and that companies who develop high-potential leaders earlier are 4.2x more likely to financially outperform ones that don’t.
Clearly it’s not just good for you that your future leaders receive effective leadership training in good time, it needs to be a strategic imperative for the wider business.
So what are the important factors you need to include in a modern leadership training strategy?
How do you identify and nurture future talent?
This article looks at 12 ways to identify future leaders and talks about having the right assessments tools, moving potential ahead of performance, identifying coaching skills, pulse surveys, job rotation and more.
Consider how your company currently identifies future leaders, is it based on instinct and something more methodical?
Trying to shoehorn your high flyers into an off-the-shelf solution or expensive executive program is likely to create mixed results because, quite simply, everyone is different.
The future of leadership training will be nuanced and personalised. It will need to identify the strengths and weaknesses of an individual and create a programme that delivers the optimal impact for that individual, whilst remaining aligned with the corporate strategy,
Where is that employee on their personal career and learning journey? Analysis of individual need and timing is crucial for achieving the best impact.
You need to invest time and resources in the right people, at the right time and a combination of surveys, interviews and assessments should form an integral part of the training process and help you both narrow the focus and desired outcome.
One of the most demoralising and costly types of training is the failure we mentioned earlier of them losing what they have learnt within 2-3 days of returning to work. A failure to embed any new skills into their immediate daily activities.
Those initial assessments should help shape not only the training required but also how to maximise the impact and legacy.
The MBA is a classic example of an intense learning programme where the skills are rarely used within the immediate working environment. Many students, particularly those who take the full time MBA, come roaring out of business school ready to apply their new strategic nous to the world only to find it takes years for them to be in a position to implement what they’ve learned.
Another issue with many executive leadership courses is they’re often taught by academics and consultants without recent ‘coalface’ experience which, in a fast moving world is not ideal.
You want to avoid that feeling of …. “Great course, but where do I go now?”
Whatever is learnt, embedded and enjoyed it needs to be attached to clear target outcomes, ideally something that can be measured.
Aside from the obvious measurements of career progression and increased salary etc. there needs to be a more nuanced understanding that the learning process has delivered a real impact, be that behavioural, performance, knowledge capital.
CTO Academy uses a regular skills assessment to measure ongoing progress, each new assessment layered on top of previous versions so progress (or otherwise) can become very visual.
Psychometric assessments, surveys, 360 reviews can all play a part.
Ultimately one of the best learning environments is the one you create around the team as the leader yourself.
Is it an environment where trust is given, autonomy provided and mistakes can be made?
Do you provide future leaders with the confidence to ask questions, challenge the status quo, learn from the day to day?
That will go back to you and your own leadership skills.
Your own approach and application of the mindset and skills identified earlier as being key to becoming an effective leader.
CTO Academy help tech leaders and managers around the world to develop their leadership and soft skills.
We deliver personalised programmes based around online courses, 1:1 coaching and professional growth programmes.
Visit our corporate page for more information or get in touch with our CEO to find out more email@example.com
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