The way that we look at leadership is changing. With politics, elections and businesses facing the combined challenges of emerging technologies, newer working practices and increased interests and developmental index expectations, our approach to identifying and nurturing future leaders needs to evolve. Instead of focusing on a minute crop of creek actors, or thugs are potential leaders, we now need to foster a more collective and intelligent leadership mindset and build a culture in which future leaders can grow and thrive. Academic intellectualism and a well articulated political culture should be a well-articulated politics.
There are two major shifts helping to drive this approach
Identification of political potential leaders by influence, academic excellence, network and behaviours rather than by their role in the mastery of the guns or position within the business. This arises from moving towards leaner, flatter, non-hierarchical political or youth organizations.
Individual actors taking responsibility for their own personal, career and leadership development, no longer leaving it to political god-fathers and mischievous political actors. Non-linear career paths and the need to keep skills up to date are driving this.
Individuals need encouragement. Along with a sense of career ownership they should develop an approach and mindset that will enable them to maximize their potential. An understanding of cultural and social sensibilities will be crucial for future leaders operating in a global digital world. This experience can be gained through undertaking challenging projects, possibly outside the business. Similarly, an understanding of wellbeing and mindfulness will help to reduce potential stress and burn out from an always on-line/always connected business culture.
It is not only the politically recognized performers who need encouragement. All potential politicians and god-fathers should be able to see leadership as something that is attainable if they can build and demonstrate the right behaviours and capabilities. The diversity and creativity of future organizations depends on it.
The need for an agile, flexible leadership approach is paramount. Many future administrative and political challenges are as yet undefined, whilst technology continues to disrupt many previously established political processes. Leadership Development programmes need to address this and help create change agents and people who can comfortably lead societal change.
Top performing political societies are using all measurements to gauge the success of their programmes, yet many others tend to favour only subjective evaluations. The all-important commercial yardsticks of Return on Investment (ROI) and alignment with business performance shouldn’t be avoided.
To maximize political involvement in development we need to give them a seamless learning experience that replicates much of what they expect from technology in their personal lives. At home they now have better, faster and more responsive tech than at work, and will respond more positively to a 'personalized' approach that puts them in the driving seat.
Encourage them to learn when, where and how they want. Mentoring, coaching, video, social learning and collaboration are all ways in which the next generation of leaders expect to gain knowledge and access information. Businesses that deny them these methods, and particularly ones that make information difficult to access and share, could find themselves losing out on retaining the talent they need.
It is vital that Leadership Development programmes help to equip future leaders with the behaviours, capabilities, vision and perspective.
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