In a world that is complex, uncertain and fast paced, finding true talent that is capable of dealing with such volatility and complexity is key. Within these ever complex and changing organisational contexts, finding and developing leadership talent has become much more than an empty buzzword; it has become a strategic and operational tool to achieving results.
According to the CEO Challenge 2014, a survey of CEOs, presidents and chairmen from more than 1000 companies around the world, the most pressing challenge their businesses are facing in the year ahead is how to best develop, engage, manage and retain talent.
The Corporate Leadership Council found in their 2010 research that Best-in-class leadership talent strategies are aligned with organisational strategy and are also based on rigorous leadership talent and needs analysis. This means that in order for the organisation to build an effective leadership community a long term view is required. The identifying and defining of critical leadership capabilities and risks must be based on strategic priorities and should not only focus on current leadership needs.
At a recent round table conversation with clients and partners, some key considerations for identifying leadership talent were shared:
- Defining a clear leadership philosophy and purpose before identifying leaders;
- Using the strategy to guide the definition of leadership talent;
- Being clear about what leadership m