Eldership: The evolution of the leader

Such skills come from experience. The concept of ‘eldership’ is based on knowing when and what to pass on to subordinates, not by dressing it up as some exceptional talent management strategy, but drawing on experience to ensure that problem-solvers (or a variety of problem-solvers) will be available to be called upon to bring solutions or take a given project forward.

This can be practiced while the leader is still at the helm, or when the leader is still in a position of advisor, consultant, non- exec or mentor, to dispense wisdom and knowledge acquired from a multitude of experiences and learning.

Eldership is as old as stoicism. It is not so much what happens, but what the leader’s response will be.

A measured response, based on a depth of understanding and a range of possible solutions, comes with a) having a decent theoretical knowledge gained from the MBA qualification and b) applying the experiences he or she has learned to the issue at hand.

Eldership is not a function of age; it is a function of wisdom.

Conversely the phrase ‘lifelong learning’ is not just a phrase that enables you to do your job better, but it also comes with a responsibility to pass on your learning, honed by experience to others under your leadership. By Len Jones, Chairman of AMBA’s International

Management Board