In closing this series on “Super Charged Executive Development” there are several key understandings I want to emphasize. First, I understand that each human being is different.  This series was meant to show some clear distinctions yet each executive has their own unique pattern of behaviors that can have a rich blend of all the orientations discussed in the last few entries.

That being said, the understanding offered here points the executive development approach into the right direction by pointing out specific ways the three orientations (Achiever, Intellectual and Relater) can strengthen their impact in leadership.  The issue here is not about forcing people to learn specific competencies.  It is about helping each individual leader navigate to their natural leadership development journey – which is unique for each person.  In addition, there are several points of understanding that must be brought front and center when we speak about strengthening leadership in today’s executives.

1. Most executives are really trying to do their best in their leadership roles with what they have been given through their life and work experiences and training.  They may be ineffective at leadership yet at their core they are not control freaks, critics or wishy-washy.
2. Many executives – especially those new in the role – have not developed much of leadership mindset because they have not had to.  When we expect them to become leaders just because they were promoted into an executive position – we are living in la la land.
3. EVERY leader – no matter how seasoned has room to develop and with each step in this journey they will have more impact on profitability, performance and overall success for the organization.
4. Developing a leadership mindset takes effort and some level discomfort as one let’s go of old habits and embraces new more effective ones.
5. It is also important to remember that in most cases the executives out dated habits have served them in their success.  So it makes sense there is resistance in letting go of them to embrace what appears to be foreign new habits that support leadership.  In many cases the new behaviors they are being asked to embrace actually seem counter to success from the stand point of the outdated mindset.
6. As noted in my entry “The Last Obstacle to Executive Development = The Executive” – our field is gaining clear methods for developing leadership.  Yet, the executive must come into the process with a willingness if not a desire to expand their impact.  If you combine a willing executive with a proven practitione r and process – you are guaranteed success and therefore more effective leadership.

Finally it is important to point out that the organization also must play a part in helping its leaders embrace a developmental path.  This starts in the C-Suite who must ultimately be accountable for building a high performing leadership culture.  If the C-Suite is truly dedicated to building a great company they must make a strong statement to those entering the executive ranks as follows:

Entry into the partnership or management ranks is not the promise land!  Achieving results and improving performance requires those who reach such heights to embrace their own personal development journey into leadership.   Organizations who are expecting leadership must help their emerging executives to embrace development as part of their job description!  Not doing so adds unnecessary stress for the one taking on the role and in most cases leads to mediocre results for the organization.

David Utts, CEO – Executive Skillworks

To be honest such commitment is lacking in most organizations and because of this few executives take their development seriously.  Given this – it is truly amazing we are as productive and successful as we are in US Corporations given the tremendous leadership gap.  Now imagine what would happen if more organizations put some teeth in requiring their managers and executives to fully tap into their capacity as human beings and fully commit to their development journey.  While it is highly unlikely this will happen in the short term – developing a stronger base of leadership in Corporate America may just be the competitive edge we have when competing in today’s growing global economy.  Others may be catching up with us or even surpassing us technically yet we do have the upper hand, technology and thought leaders who could help us make a giant leap in leadership. In the end, it is this development of leadership in US companies that may well wart off the impending competition coming from Europe, China and India. Something to think about as the competition continues to heat up.

This entry was posted on Wednesday, September 9th, 2009 at 8:00 am and is filed under Executive Engagement, Leadership Development, Trends. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.