In order to survive such complex times, organisations will not only have to invest in leadership development but also use the right tools and techniques in the process. Companies must have an integrated approach to leadership development, understand the importance of self management and also use unconventional models such as leadership incubators.

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1. Integrating values with program design.
2. Making Leaders accountable
3. The context
4. Program content
5. Planning program design
Organisations can derive hard and tangible RoI from their leadership development initiatives by
designing the programs keeping five critical factors in mind

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Leadership incubators, also popularly known as greenhouse programmes, are based on action learning.
Leadership incubators have a clear advantage over classroom trainings, which do not allow organisations
to assess leadership programs of their HiPos.
These are an effective way to assess how participants apply organisational learnings to provide solutions
to real business problems and to lead others.

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As these markets and industries shift to alternatives states of growth, stagnation or decline CEOs
continue to ask tough questions of their HR and talent advisors about the quality, quantity and readiness
of leaders across all levels of the organisation to navigate these turbulent waters Here are a few best
practices to consider for your business.
1.Build your own business drivers
2.Use an acceleration pool
3.Manage Leadership and personal transitions
4.Define success
5.Make your pipeline sustainable

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There are a few characteristics that companies should look for in a candidate who is being evaluated for a
leadership position.
1.High emotional intelligence
2.Credibility
3.Quick learning ability
4.Draw ideas from others
5.Intuitive sense of change
6.Ability to bounce back

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The key to building an interdependent leadership culture is collaboration. And to collaborate effectively,
leaders need to be comfortable at spanning boundaries and letting go of the silo mindset. Boundary
spanning requires a leader to:
1.Manage boundaries – establish, clarify and respect the boundaries
2.Forge common ground – integrate to build trust, engagement and shared ownership across boundaries
3.Discover new frontiers – collaborate to support breakthrough of innovation, transformation and
reinvention

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The four blockages a person may face in moving ahead in his/her career on three dimensions - self, in
relation to others around the person and in relation to the organisational context are:
1.A lack of clear future direction or vision
2.An absence of a strong connection between personal values and career direction chosen
3.An absence of planning and execution competencies including skills required to marshal the resources
necessary to achieve objectives and,
4.A presence of inhibitions and limitations in the mind including fear of failure.

10. Leadership Development
September 2013
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