Traditional employee recruiting is a reactive process that forces your business to continuously play catch-up, which can significantly compromise success. Learn how to overcome that void by implementing a more strategic, proactive process called talent planning. Our School of Business subject matter expert, John Smith-Coppes, shows you how a company can grow future leaders from within to create a more sustainable, success-driven workforce based on their industry expertise, business goals, and the ability to forecast future trends.

1. Growing Future Leaders
How to turn a group of managers into a team of leaders

2. • Defining the “obvious”
– Management vs. Leadership
• To promote or not promote… that is the question
– Avoiding the Peter Principle: Don’t promote
internally based upon management skill sets, with
disregard to leadership qualities
– Promote because the person is already
doing the job
– What to look for when grooming a leader
• setting expectations, and creating realistic
timelines and utilizing assessments
Agenda
• “I think I found a leader…now what” or how to go all-in:
– how to recognize and foster leadership traits
– Turning those managers into leaders
• What you can expect from a team of leaders
– why it is more advantageous, efficient, and
profitable than growing a group of managers.z
Growing Future Leaders:

3. “Leadership is an intangible quality with no definition. That’s probably a
good thing, because if people being led knew the definition, they would
hunt down their leaders and kill them.”
- Scott Adams, Dilbert Cartoonist
Defining the “Obvious” – What is Leadership?

4. There is a very important distinction between a “manager” and “leader” - and every functioning
organization needs both
• In an organization, leaders have followers, whereas managers have subordinates
• Managers will gain and demonstrate power through formal authority and their
position, whereas leaders will utilize charisma and influence
“Leadership is doing the right things; management is doing things right.” - Peter Drucker
Management vs. Leadership

5. Management vs. Leadership
In reference to:v Management Leadership
Meaning Management comprises
directing and controlling a group
of one or more people or
entities for the purpose of
coordinating and harmonizing
that group towards
accomplishing a goal.
Leadership means "the ability of an
individual to influence, motivate, and
enable others to contribute toward
the effectiveness and success of the
organizations of which they are
members."
Focus Managing Work Leading People
Seeks… Objectives / Goals Vision / Purpose
Horizon Short Term Long Term

6. Management vs. Leadership
In reference to: Management Leadership
Outcomes Results Achievements
Appeal to… Head Heart
Approach to risk Objectives / Goals Vision / Purpose
Horizon Risk-adverse Risk-taking
Conflicts Avoid conflict Utilize conflict
Role in decision-
making
Involved Facilitative
Styles Transactional, Autocratic,
Consultative and Democratic
Transformational, Dictatorial,
Authoritative, Consultative &
Participative

7. Avoiding the Peter Principle
To promote or not Promote…
• The “Peter Principle” – know your talent
• There is a distinct difference between
promoting managers and developing
leaders; we must not confuse the two
• The worst thing we can do is promote
beyond capacity
• Don’t promote internally based upon
management skill sets, with disregard to
leadership qualities
• Avoid promotional timelines – this will
deflate leaders

8. Promote because the person is
already doing the job
To promote or not Promote…
• Look for managers who have already
researched and identified that next layer of
authority and responsibility and are taking the
initiative to do it… these are your leaders
• In weekly meetings, share your perspective as
a direct supervisor regarding the performance
of the manager… begin to shift their thinking to
your perspective (e.g. “what do you think I’m
looking for?”)
• Leaders develop leaders; provide mentors and
relationships that can provide additional
perspective other than yours

9. To promote or not Promote…
• Setting expectations
Be candid and consistent with expectations, meeting
frequently and revising as necessary – leaders look for
clarity
• Creating realistic timelines
Be candid with timelines, revising as necessary – leaders
look to the horizon
• Utilizing assessments
360 degree assessments, Strengths Finders™, etc… are
great ways to identify who your manager is
foundationally. Do not make the mistake of thinking that
leaders fit a certain energy mold; leadership is found
within varying skill sets and with varying degrees of
emotional intelligence. Leaders are developed.

10. …or how to go all-in:
“I think I found a leader… now what?”
How to recognize and foster
leadership traits
• Look for those who desire to
develop others
• Look for those who recognize that
others’ job satisfaction works to
their advantage
• Encourage your manager to invite
his/her team to the planning table;
a leader facilitates cooperative
thinking and strategy

11. …or how to go all-in:
“I think I found a leader… now what?”
Turning managers into leaders
• Creating proper and ongoing assessment and
development plans
• Utilize a formal Professional Development Plan document
in weekly meetings, driving towards continuous
improvement. The individual must own their PDP
– Build on Strengths – identify specific objectives
and action plans, individuals needed, and target
date of completion, tracking progress along the
way
– Address Areas of Development - identify specific
objectives and action plans, individuals
needed, and target date of completion, tracking
progress along the way

12. • What you can expect from a team of leaders
– Developing a team of leaders is more advantageous, efficient, and profitable than growing a group of managers
• A team of leaders will drive your organization or department forward in a unified fashion and
towards a common goal
– A leadership team will communicate upwards, downwards, and laterally with greater efficiency
– A leadership team will respect each other’s judgment and tactics, and will encourage each other towards
continuous improvement
– A leadership team will hold each other accountable as they see more clearly the common vision of the
organization
– A leadership team will drive their own teams towards greater efficiency, as individual satisfaction rises
What to expect

13. Followers Have Three Questions Regarding Their Leaders:
What to expect
1
Do you know where
you are going?
2
Can you get me there?
3
Will you care about me
along the way?
A leader affirmatively addresses all three questions

14. “I define Leadership as leaders inducing followers to act for
certain goals that represent the values and the motivations
– the wants and needs, the aspirations and expectations –
of both leaders and followers. And the genius of leadership
lies in the manner in which leaders see and act on their
own and their followers’ values and motivations.”
- James MacGregor Burns
What to expect

15. Growing current managers into your future leaders will change the culture
of your organization or department. If you identify a leader and invest in
them, they will invest in others, and the growth will be exponential.
• Make sure to set expectations, create realistic timelines, and utilize
assessments and planning documents
• Recognize that developing leaders is more advantageous, efficient, and
profitable than growing a group of managers.
• Just like most things in life, you will get back what you put into the
process; as you hone the leadership skills of your team, yours will be
sharpened as well.
Growing = Planting + Watering

16. Questions?