Ef­fec­tive lead­er­ship (part 2)

The Korea Times - - OPINION - By Kim Jong-nam Kim Jong-nam is the found­ing CEO of META ( and the au­thor of two books, “Or­ga­ni­za­tions without Meet­ings” and “Break­ing the Silent Rules.”

There are a few things that are nec­es­sary in or­der to cre­ate a cul­ture of ef­fec­tive lead­er­ship de­vel­op­ment.

First, ef­fec­tive lead­er­ship de­vel­op­ment cul­ture works as a cra­dle for long-term ta­lent de­vel­op­ment be­cause it en­ables the long-term ori­ented de­vel­op­ment of lead­ers through a deep-dive study of what and how to de­velop both in­di­vid­u­ally and col­lec­tively. Se­cond, it is closely aligned with the strat­egy and the mis­sion of a cor­po­ra­tion, which lead­ers should al­ways be aware of.

Third, it be­comes a mir­ror through which lead­ers can re­flect and reestab­lish their lead­er­ship through self-aware­ness. Four, it is not ephemeral but long-term, be­cause it is an on-go­ing de­vel­op­ment which be­comes pos­si­ble through coach­ing, timely di­ag­noses, and con­stant feed­back. Five, fa­cil­i­ta­tors play a sig­nif­i­cant role by voic­ing their opin­ions on the pro­gram se­ri­ously and help­ing their par­tic­i­pants with their in­di­vid­ual de­vel­op­ment.

Many lead­er­ship train­ing pro­grams fall far short of this. First, fa­cil­i­ta­tors tend to be eval­u­ated based on the level of sat­is­fac­tion of the par­tic­i­pants rather whether they have truly de­vel­oped their par­tic­i­pants for the long term.

Fa­cil­i­ta­tors who want merely to please their par­tic­i­pants so that they will re­ceive a pos­i­tive eval­u­a­tion will not end up get­ting them to do any hard work; it is much eas­ier to en­ter­tain a group than to get it to dig deep. Se­cond, train­ing man­agers and chief ex­ec­u­tives usu­ally pick top­ics that they think should be dealt with to re­solve cur­rent or­ga­ni­za­tional is­sues, rather than top­ics that will de­velop or­ga­ni­za­tional lead­ers.

This re­sults in an or­ga­ni­za­tion’s strat­egy not be­ing mir­rored in the lead­er­ship de­vel­op­ment pro­gram. Third, these pro­grams of­ten don’t fo­cus on di­ag­noses or achieve­ment of ROI as much as they ought to. Without an ef­fec­tive start and fin­ish to the pro­gram, de­vel­op­ment can­not flour­ish.

Re­cently, many Korean cor­po­ra­tions are at­tempt­ing to change their cor­po­rate cul­tures; it is a big fad these days. How­ever, without weighty con­sid­er­a­tions on how to change their lead­er­ship, these cor­po­ra­tions will be un­able to al­low their new cul­tures to set­tle in.

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