Leadership Matters: Start Grooming Young Executives for Leadership Roles Early

October 15th, 2011

It’s never too early to start grooming young executives for key leadership positions in your organization. Growth is a part of being successful in business, so without people to manage this growth, a company cannot realize its full potential. Neither can your young leaders. They need mentoring and training that only your top executives can provide, based upon years of experience and learning. The trick is recognizing who are your most promising employees, nurturing them, and retaining them for the long-term success of your organization. Here are some ways to handle this.

Talent Identification

One of the biggest challenges of grooming young executives into tomorrow’s leaders is finding out whom they are. While some leaders stand out among the masses, many others are not so obvious – instead preferring to work in the background letting others take the glory. It has been said that leaders are born, not made, but this is not entirely true. Very often your most talented people have got to that point through diligence and mentoring. Start a program whereby talent can be recognized for a variety of skills and aptitudes. Give immediate supervisors the encouragement to identify these top performers and refer them to the HR department for further development.

Enrichment Opportunities

In addition to talent recognition and employment recognition initiatives, your biggest investment should be on your employee training efforts. By providing enriching environments in which to work and learn, you have a better chance of developing your top performing executives into future leaders. While they will need to learn traditional leadership skills and methods, your best execs will also need to have up to date skills in order to compete in a volatile marketplace. Make sure that your company provides enrichment opportunities to work with strategic mentors as your executives grow into their respective leadership roles, to give them a solid foundation for success.

Career Mobility

Your current upper executives need to realize that sooner or later one of their younger counterparts can and will replace them at the top. Instead of seeing this as potential threat, use this as an opportunity to transfer one generation’s learning to the next generation of leaders. Match up execs based on their interests and aptitudes to encourage relationship building and career mobility. This will cement younger employees to the organizational objectives as they will feel a greater sense of loyalty based upon the time spent grooming them.

Need more ideas for improving the workplace and grooming young execs into future leadership roles. Want access to candidates who demonstrate leadership ability? Be sure to visit Stark Talent today!


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