A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent. —Douglas MacArthur
We’ve heard it over and over … again. Employees don’t leave jobs, they leave bosses. Employee satisfaction doesn’t necessarily depend on what we give our employees, but who.
Countless surveys have revealed that workers want honest, responsible and selfless supervisors. They want people managers who possess high levels of character and integrity; who are patient, positive role models; and who have a genuine interest in developing others. Are we listening?
Millions of dollars are invested by organizations each year on recruiting talent, but not on developing the leaders that will engage, develop and retain that talent. Additionally, many companies don't have a formal succession plan in place -- or they only use it during a crisis.
Jim Clifton, CEO of the Gallup organization, found that 60 percent of employees working for the U.S. federal government are miserable because they have bad bosses and that “until employers take the testing and selection of managers and supervisors seriously–promoting those who can honestly develop people–they will continue to build factories of disengaged, miserable employees.”
So where are all the great leaders, and how do we find or develop them?
Please join @weknownext on April 23 at 3 p.m. ET for #Nextchat on the leadership vacuum in today’s workplaces.
Q1. What qualities do you associate with great leaders in today’s workplaces?
Q2. Which sloppy recruiting and hiring practices affect an organization's ability to produce great leaders?
Q3. What are some of the failures you've seen in organizations when it comes to their overall leadership?
Q4. What are the pros and cons of using a very specific list of leadership competencies when searching to fill leadership positions?
Q5. What are some of the best practices and important components to a robust succession plan?
Q6. How can organizations keep ineffective leaders from damaging the culture and the employer brand?
Q7. Is the process for preparing employees for leadership roles different for Millennials versus Baby Boomers? How?
Q8. What can organizations do to improve their overall leadership pool?