Personalize your management development.

Abstract

Most organizations struggle with leadership development. They promote tope performers into management roles, put them through a few workshops and seminars, then throw them to the wolves. Managers with the ability to survive and thrive are rewarded; those without it are disciplined or reassigned. The problem is, an alarming number of people fall into the second category. This happens not because managers lack skills but because companies fail to realize that there is no single kind of leader-in-training. In this article, Natalie Shope Griffin, a consultant in executive and organizational development at Nationwide Financial, describes four kinds of manager-in-training, each embodying unique challenges and opportunities. Reluctant leaders appear to have all the necessary skills to be excellent managers but can't imagine themselves succeeding in a leadership role. Arrogant leaders have the opposite problem; they believe they already possess all the management skills they'll ever need. Unknown leaders are overlooked because they don't develop relationships outside of a small circle of close colleagues. Finally, there are the workaholics who put work above all else and spend 100 hours a week in the office. The author outlines specific training approaches tailored to each type of prospective leader. By focusing on the unique circumstances of individual managers, investing in them early in their careers, offering effective coaching, and providing real-life management experiences, Nationwide's leadership-development program has produced hundreds of successful leaders.