Many organisations spend their time and money in creating effective development experiences for their leaders.
However, not every leaders need the same training and the individual need differs from one person to the other.
In order to tackle this problem the organisations segregate the leaders training programs in to first-line, mid-level and high-potential level. But one cannot be sure that this is an effective method.
An article in achieveforum.com suggests a few points that can help in training the leaders effectively.
* The first line leaders enhance effectiveness as it plays out at the front line and create a gateway to a strong leadership pipeline. The transition to first-line leadership marks a period of profound change in any career. This transition is littered with failure and the most frequent reports come as incompetence, burnout and excessive attrition.
This is when providing support to first-line leaders becomes a challenge which can be achieved by establishing credibility with former peers and co-workers, building the managerial mind-set, learning leadership fundamentals, balancing managing and influencing across a wider swath of the organization.
* The next is realising the potential of the mid-level leader. Today, organisations are flatter and leaner. As a result, middle manager spans of control have increased dramatically. At the same time they need to work effectively across increasingly matrixed organisations, with far less job security.
Some assume managing individual contributors is the same as managing managers. It is not, leaders in the middle are uniquely positioned to make a significant contribution, because just as senior leaders seek their input on organisational direction, lower levels need them to make the link between strategy and the work. They are the focal point for translating strategic goals into action.
They are in the right place to manage and orchestrate change and look out for innovative opportunities.
* The high-potential leaders should be nourished. They are the future leaders of the organisation. They need careful attention to ensure that they have the capabilites to sustain and drive your organisation's success.
Leaders should be supported by ensuring short- and long-term business results across the organisation, analysing changes in the business environment and integrate conflicting strategic priorities to provide clear strategic direction, develop capability across the organisation
