The overriding theme of what we have been hearing from clients recently is that they are surprised at how the leadership development programmes they had in place were not able to meet the needs of their business as we have gone through these tremendously disruptive economic changes over the past few years.
Companies faced with the prospect of reinventing their business or adapting to a radically changed environment -- as in the financial sector, for example, where government regulators are now playing a much greater role -- are finding themselves with a shortage of executives who are up to the task. Companies are now being forced to rethink what it means to have a comprehensive leadership development programme.
At least two recent surveys present concurring views. A survey of 1,313 US employers released late last year by Aon Consulting found that, while 84 percent ranked the ability to meet talent and skill needs for leadership roles as a top priority, only 38 percent said their organisations are very or extremely effective at meeting those needs. Meanwhile, the 2009/2010 Trends in Executive Development study, released late last year by Pearson and Executive Development Associates, found that many of the 70 leaders from the US’s largest private, non-profit and government organisations who were surveyed expressed concern that their organisations' up-and-comers were lacking in areas such as the ability to think strategically and manage change effectively.
Having a common set of leadership competencies that are shared throughout the organisation is the hallmark of companies that are good at producing leaders who can think strategically and manage change. Positive Leadership™ provides a basis for developing such leaders.
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