TURNING POTENTIAL
THE MISSING LINK IN LEADERSHIP

BY CLAUDIO FERNÁNDEZ-ARÁOZ, ANDREW ROSCOE, AND KENTARO ARAMAKI

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Companies don´t know how to fully develop their leaders

Leadership development isn't falling due to lack of internal talent but because of the lack of curiosity, insight, engagement, and determination.

Without a competitive leader the problem falls to lower hierarchic levels

Companies spend a lot on money due to low engagement and high personal turnover

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Companies can invest in programs to keep the personnel

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Companies need to identify and determine what are the competencies that their leaders need.

1.- Some of the competencies that companies are seeking for in a leader are: results orientation, strategic orientation, collaboration and influence, team leadership, developing organizational capabilities, change leadership, market understanding, and inclusiveness

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2.- Companies need to asses the potential of aspiring managers The four key hallmarks that companies are assessing are curiosity, insight, engagement, and determination

3.- Leaders need to be evaluated to see how their abilities align with the competencies required for their roll in the company

4.- companies need to give a development plan to their leaders in order to find the high potential

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Companies need to analyze the needs of each position and the competencies of each leader

Like all chief executives, the CEO had to have strong strategic and results orientations

For the CFO— would be collaboration and influence, change leadership, and strategic orientation were deemed

Managerial positions need to have a clearer definition of the required skills

Companies need to comprehensively assess future leaders’ current competencies and their potential for growth.

Women can develop and trail the competencies as a men can do, nevertheless the opportunities are not equal

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Studies and real stories highlight "the fact that for most executive appointments, and especially successions at the top, organizations must make trade offs between current competence and development potential." (Page 93)

"When companies take this approach to leadership development—focusing on potential and figuring out how to help people build the competencies they need for various roles—they see results." (Page 93)

Companies must "began rigorously assess current leaders’ potential and accelerate their development through frequent rotations and focused training." (Page 93)

All quotes and comments were based on the article published by Harvard Business Review. Plagiary is not intended by any means.
The mind map is presented only as a summary of the article, and some ideas are stated in a quoted way