Must-Have Components of Transitioning Leadership Development Strategies | Carew International

Must-have components of transitioning leadership development strategies

October 29, 2013  |  Posted by in Leadership Development

Many companies have been faced with a variety of challenges directly related to baby boomers leaving the workplace and millennials stepping into managerial roles. As such, leadership development programs, especially those that focus on the transition into a supervisory role, have become more critical for organizations in virtually every industry and sector.

Businesses can quickly improve the abilities of new managers by offering comprehensive, long-term and targeted leadership training opportunities from the earliest stages of employees’ tenures. With swift delivery of learning programs and a focus on consistent measurements, companies will be better positioned to manage the complexities of the modern-day market.

All in the transition
Becoming a manager is not the most natural prospect for all employees, and this stage in professional development can be highly stressful for the average young staff member. However, when establishing a strategy to prepare new managers for their responsibilities, executives should keep these considerations in mind:

  • Awareness: To improve employees’ ability to lead, companies first need to identify their specific strengths, weaknesses and management styles. Leadership development assessments should take place as early on as possible, as these evaluations will help identify what types of lessons a manager needs to succeed in his or her new position. These assessments will strengthen the manager’s awareness of his or her own strengths, while simultaneously serving as a firm foundation for training strategies.
  • Critical skills: Leaders need to be able to wear many hats and handle a variety of challenges on a daily basis. As such, businesses should always incorporate soft skills training into leadership development programs, and specifically focus on improving these capabilities during the transition period. When a manager is able to clearly communicate with employees, problem-solve and think critically, he or she will be better positioned to facilitate performance improvement.
  • Agility: Leadership development programs will need to be agile and flexible to ensure that the content and activities are relevant to each participant. Creating frameworks that can be adjusted to fit the needs of a diverse workforce will improve performances over time.
  • Timeliness: Managers who transition into leadership roles before being trained will often form bad habits. Organizations can avoid these issues by delivering training programs as early on as possible, such as when an employee is first earmarked for a potential leadership role.

By creating leadership development programs that specifically focus on the process of transitioning to a supervisory role, managers will be better prepared to overcome challenges.

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