way to grow a sustainable business is to surround myself with talent, talent that is far greater and far more capable than I am. I find that a lot of leaders tend to fear this. I have learnt to embrace talent. If I can lead a talented team of highly capable individuals and provide an environment that allows them to be the best they can be, then there is no way that we will not lead the revolution and change the industries we specialise in.”
The South African corporate landscape is unfamiliar with the integration of coaching and mentoring into its business structures, and yet throughout history it is clear that all great leaders enjoyed the ear of an objective listener. The abandonment of this essential element not only leaves modern day leaders and company heads isolated when it comes to decision-making but it erodes leadership of accountability. Many young businesses driven by great talent succumb to a premature demise due to the lack of coaching. The young entrepreneur is forced to focus on multiple levels within their business and a big portion of these critical focus areas are outside of their natural latent ability. To have an unbiased sounding board that keeps you grounded and focussed on the critically agreed success factors of your business is essential. The only way not to get consumed by the mechanics of your business is to be coached.
There are traditional approaches to developing human potential in organisations. In most performance evaluations, three or
four items are targeted for personal growth and development, but this is usually short- term and linked to the achievement of short-term goals. As the new generation of young leaders march to the sound of a very unique drumbeat, organisations should move to a future-centred approach for leadership evolvement, where quality is contextualised over the long term.
Where business is the order of the
day, time is not a spare commodity. Nevertheless, leadership needs to be nurtured over the long-term with the whole person in mind. The entire skills-set and holistic talent development approach should be part of an on-going process. Theory and practice need to be woven into leadership development.
A new model is urgently needed. The Global and Africa Institute of Leading together with VIP Coaching have come up with a very focussed and new approach to the development of dynamic leadership potential. The process, rather than a programme, is revolutionary.
Firstly, it is totally context-specific to the company and industry. Young leaders that have been recognised and put through the potential grid are selected for long-term strategic objectives and succession. Their KPA, service delivery agreements, business strategy and plans are woven into the entire process. There is very little generic programme content in the integrative learning process.
June 2012 | Management Today 21
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