{"id":16848,"date":"2018-01-15T10:11:10","date_gmt":"2018-01-15T10:11:10","guid":{"rendered":"https:\/\/dev.cablesafe.com\/worrying-shortfall-leadership-capability\/"},"modified":"2026-09-18T20:05:10","modified_gmt":"2026-09-18T20:05:10","slug":"worrying-shortfall-leadership-capability","status":"publish","type":"post","link":"https:\/\/dev.cablesafe.com\/de\/worrying-shortfall-leadership-capability\/","title":{"rendered":"A Worrying Shortfall in Leadership Capability"},"content":{"rendered":"
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A Worrying Shortfall in Leadership Capability<\/h1>\n

Understandably, many businesses \u2018stripped out\u2019, or froze their investment in, personnel as they sought to reduce overheads in the face of a declining, or at least static, balance sheet. In addition, following the much used mantra \u2018more from less\u2019 \u2013 much loved by budget-holders but in real terms ultimately limited by definition \u2013 leaders are being asked to manage more projects, and more reports, than previously, frequently against a backdrop of tighter budget and time constraints. The reduction of training and development budgets \u2013 a common money-saving strategy in times of downturn \u2013 compounds the problem.<\/h3>\n

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download article as pdf<\/a><\/p>\n

P<\/span>lenty of theories exist that illustrate the changes in capability required as people move upwards. Of course additional skills are required. What is often unrecognized is that many previously essential skills must be left behind. Commonly those who have shown \u2018technical\u2019 expertise are promoted to management positions, requiring them to acquire additional people skills in personnel and stakeholder management whilst leaving behind much of the technical capability that has resulted in the promotion. Those moving from middle to senior management must acquire a deeper understanding of external sector trends and how to apply them to internal strategy. The appointee must be prepared to \u2018transition\u2019 \u2013 to change their outlook as well as their job description \u2013 and move on from earlier, often hard-won achievements. At all levels of promotion they will almost certainly need to be taught new skills, encouraged to leave surplus ones behind, and guided in this transition, if they are to progress as effective leaders.<\/p>\n

The Ashridge Management Index (AMI) 2012\/13\u20131<\/span>, carried out by Ashridge Business School, found that many businesses are failing to future-proof their leadership teams: 48% of managers say their organisation is not doing enough to develop the next generation of leaders.<\/p>\n

Viki Holton, Research Fellow at Ashridge Business School and the report\u2019s co-author, says: \u201cTalent management programmes and succession planning are essential. Without investment in developing the skills and experiences of younger managers it is hard to see how such organisations will continue to be successful. Businesses are at risk of holding back economic recovery by failing to do enough to develop the next generation of leaders.\u201d<\/p>\n

Health & Safety<\/h2>\n

\u201cI start with the premise that the function of leadership is to produce more leaders, not more followers.\u201d \u2013 Ralph Nader <\/i><\/p>\n

Developing the leadership pipeline is a \u2018long game\u2019 that can \u2013 and must \u2013 start before the need arises. The requirement for new leaders is always on the horizon, and in the event businesses understandably want people who<\/p>\n

are ready to pick up the batons that are often suddenly dropped. The obvious place to look first is within, for people who know the business and demonstrate both the capability and the drive to succeed. Companies who invest in those who show leadership potential, consciously and strategically developing their skills, are in the strongest position to react as the business situation fluctuates.<\/p>\n

\u201cLeaders aren\u2019t born, they are made. And they are made just like anything else, through hard work. And that\u2019s the price we\u2019ll have to pay to achieve that goal, or any goal.\u201d \u2013 Vince Lombardi <\/i><\/p>\n

Leadership development programmes, often introduced by the HR function, can be excellent for identifying leadership potential. They can and do play a useful role in creating awareness of leadership styles and skills and create a common language within the business to develop understanding. The most effective ones are delivered within the organisational context, taking into account the business strategy, and designed with the purpose (to identify and nurture leadership potential) clearly in mind. They have the scope to work individually with delegates and their real time situations, with a strong element of personal analysis.<\/p>\n

It is essential to have the active support of senior and middle management if these programmes are to truly nurture the leaders of the future in a sustainable way.<\/p>\n

\u201cGreat leaders are not defined by the absence of weakness, but rather by the presence of clear strengths.\u201d \u2013 John Zenger<\/i><\/p>\n

High potential personnel (in fact all personnel) benefit from 1:1 coaching that again works with real time situations and places high importance on personal analysis, supported by feedback from line managers and key stakeholders \u2013 given positively and with the future in mind. The coaching process, when done well in a supportive environment, creates a strong awareness of capability, clarity of aspirations and, crucially, enormous confidence to excel. Many senior managers have carried the habit of personal coaching with them as they have progressed to some of the most senior roles in their industries.<\/p>\n

\u2018The most dangerous leadership myth is that leaders are born \u2013 that there is a genetic factor to leadership. That\u2019s nonsense; in fact, the <\/i><\/p>\n

opposite is true. Leaders are made rather than born.\u201d \u2013 Warren Bennis<\/i><\/p>\n

What about those who believe that great leaders are born great? There are a few born leaders perhaps, but probably not as many as often believed. Most have slogged, studied, learned, invested their time, and consciously developed their practice. To battle the leadership deficit, to ensure that all leadership potential is nurtured, internal business culture actively promoted by management at the highest levels must play a key role in driving this process, and prioritise the ongoing enhancement of innate capability. Or as the authors put it in their book \u201cThe Leadership Pipeline\u201d\u20132<\/span><\/p>\n

\u201cOrganizations need leaders, but natural leaders are at least as rare as natural athletes. And, even natural athletes need careful training and development \u2014 given that almost everyone is capable of developing some degree of athletic potential. Similarly, the right training and development program can help almost anyone cultivate some degree of leadership potential. In fact, it can help a few people develop extraordinary leadership abilities. Ignoring leadership development is foolish, but at many <\/i>companies, short-term priorities eclipse the long-term thinking needed to develop a good leadership pipeline.\u201d<\/i><\/p>\n

Summary<\/b><\/p>\n