David Reimer, Adam Bryant, Harry Feuerstein

Our work with succession candidates indicates that a track record of grooming multiple effective leaders is an oft-overlooked measure of authentic leadership capability, yet a reliable predictor of C-suite performance. It is also a measure of self-awareness; people who rise quickly in an organization usually have bosses who are looking out for their best interests.

A leader who develops leaders is also more likely to be someone who can retain and develop individuals whose perspectives differ from his or her own. The people a leader chooses to promote are an indicator of the ability (or lack thereof) to create diversity. […] Otherwise competent C-suite candidates who have no track record of grooming and promoting talent with views or profiles different from their own are unlikely to transform magically into champions of diverse thinking once they enter a top role.

The best C-suite leaders actively recruit and engage differing perspectives within their team. They promote nontraditional candidates into stretch roles. Formally or informally, they mentor up-and-comers who look different from and think differently than they do. To win on multiple fronts in a complex world, leaders must build leaders.

Like this content? Why not share it?
Share on FacebookTweet about this on TwitterGoogle+Share on LinkedInBuffer this pagePin on PinterestShare on Redditshare on TumblrShare on StumbleUpon

Leave a Reply

Your email address will not be published. Required fields are marked *

This site uses Akismet to reduce spam. Learn how your comment data is processed.