Qatar Today - - BUSINESS > BOTTOM LINE -

The man­ager asks how and when; the leader asks what and why. The man­ager has his or her eye al­ways on the bot­tom line; the leader's eye is on the hori­zon. The man­ager ac­cepts the sta­tus quo; the leader chal­lenges it. The man­ager is the clas­sic good sol­dier; the leader is his or her own per­son. To be hon­est, I would love my man­agers to tick all the boxes from above, but in all fair­ness it might not be enough. It doesn't con­sider the or­gan­i­sa­tional con­text, even given the per­fect lead­er­ship traits. What if the leader has all the so ad­mired traits of a leader, but the or­gan­i­sa­tional en­vi­ron­ment does not pro­vide the op­por­tu­nity to live them? It lacks the un­der­stand­ing that be­ing a great leader can only hap­pen when you have great fol­low­ers.

At Aon Hewitt we have con­ducted lead­er­ship re­search since 2001 which has be­come the broad­est and deep­est global study on or­gan­i­sa­tional lead­er­ship called Top Com­pa­nies for Lead­ers (TCFL). The re­search ques­tion is: What or­gan­i­sa­tional prac­tices need to be in place to en­sure lead­er­ship has the great­est im­pact? The re­sults are stun­ning: Top Com­pa­nies con­sider lead­er­ship de­vel­op­ment as a way of do­ing business so man­agers and lead­ers are equally in­volved. A com­pre­hen­sive study of their lead­er­ship de­vel­op­ment prac­tices brings out five key themes that dif­fer­en­ti­ate them from oth­ers:

All of the Top Com­pa­nies in­ten­tion­ally build a strong lead­er­ship brand and invest in op­por­tu­ni­ties for their se­nior lead­ers to cas­cade this lead­er­ship brand in­ter­nally through var­i­ous in­sti­tu­tion­al­ized pro­cesses to their man­agers and em­ploy­ees. Top Com­pa­nies also en­sure ex­ter­nal vis­i­bil­ity of their lead­er­ship brand in or­der to at­tract top tal­ent from the mar­ket.

2. Un­re­lent­ing fo­cus on tal­ent as­sess


All of the Top Com­pa­nies have an in­sti­tu­tion­alised tal­ent re­view process as com­pared to many of the other par­tic­i­pants that do not have such a process. The tal­ent re­view process rig­or­ously mea­sures com­pe­ten­cies, val­ues and po­ten­tial of the em­ploy­ees. They as­sess tal­ent through mul­ti­ple lenses and with great rigor.

3. Cus­tomised learn­ing op­por­tu­nity:

Top Com­pa­nies pro­vide ac­cel­er­ated and cus­tom­ized learn­ing for their top tal­ent dif­fer­en­ti­at­ing be­tween man­age­ment and lead­er­ship. One size does not fit all for them. They em­pha­size one-to-one de­vel­op­ment in­ter­ven­tions, such as ex­po­sure, coach­ing, men­tor­ing, and ac­tion learn­ing projects.

4. Tak­ing top tal­ent out of their com­fort


Se­nior lead­ers en­cour­age their top tal­ent to take up new chal­lenges out­side of their com­fort zones in or­der to cre­ate ad­di­tional long-term value for the or­ga­ni­za­tion. To them, it is im­por­tant to cre­ate a “cre­ative ten­sion” in the or­ga­ni­za­tion and bring out the best in their man­age­ment and lead­er­ship tal­ent.

5. Di­ver­sity of thought:

Top Com­pa­nies work to­wards in­creas­ing the di­ver­sity of their lead­er­ship group as part of the lead­er­ship strat­egy. Th­ese or­ga­ni­za­tions make con­scious ef­forts to build an in­clu­sive work­place pro­mot­ing cul­tural agility, global mind­set and di­verse ex­pe­ri­ences. In sum­mary, com­bin­ing the thoughts from the open­ing chap­ter with the con­clu­sions from our TCFL re­search, I think we have to draw the con­clu­sion that MAGIC hap­pens when the leader with the right traits cre­ates or meets the or­gan­i­sa­tion with the right lead­er­ship prac­tices

BY DR. MARKUS WIES­NER CEO, Aon Hewitt Mid­dle East and Africa

Newspapers in English

Newspapers from Qatar

© PressReader. All rights reserved.