cause it requires objective assessment and critical feedback to subordinates. Stratford Sherman and Alyssa Freas wrote in the Harvard Business Review “Assessments and candid feedback are seen as essential to executives’ development, yet supervi- sors of all ranks don’t provide such feed- back to subordinates. Why don’t they? This type of candor generates emotion, and emotion can be scary.” Therefore, many of the high achievers who ultimately become leaders have never had unbridled feed- back. The higher one goes up the corpo- rate ladder the less likely this feedback oc- curs. Leaders need someone around who’s career is not hindered by them say- ing the unsay able. I know you’re saying that’s not me.
High achievers, those tapped for leadership, can be simultaneously brilliant and pro- ductive; yet, overly critical, domineering and condescending; leaving a path of bruised egos, broken relationships and hurt feelings along the way. Eventually their demeanor impacts the organization’s productivity, creativity and growth. Before someone is tapped to assume greater responsibility within your organization, per- form due diligence and give them the tools needed to lead successfully. Invest in leadership development and reap the rewards and return on your investment for years to come.
Leadership preparation beyond the MBA 1. Develop a culture of learning and development
Learning and development should become part of your organization’s corporate cul- ture. We live in a fast paced, global environment, where competition is fierce and talent scarce. Learning and development programs should be communicated in a way that fosters excitement and intrigue, a desire to enhance personal perform- ance. For executives tapped as leaders, executive coaching would fall under leader- ship development and should be viewed as a company perk for high achievers, a rite of passage for those entering the ranks of executive leadership, the high mile club. Coaching for leadership development should not be interpreted as a program for troubled executives. It should be communicated in a way that brands the program’s prestige and value.
May 2012 53 Kalon Women Magazine
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