As the nature of work continues to evolve and change, some of the basic principles about leadership development are also rapidly changing. The new environment is typified by an increased level of complexity and interconnectedness. Reflecting the changes in the environment, the competencies that will be most valuable to the future leader appear to be changing.
It appears that the new VUCA environment is seeing the demand move away from isolated behavioral competencies toward complex “thinking” abilities. These manifest as adaptive competencies such as learning agility, self-awareness, comfort with ambiguity, and strategic thinking. With such changes in the mental demands on future leaders, the question will be: how will we produce these capacities of thinking?
Organizations are increasingly reliant on HR departments to build a leadership pipeline of managers capable of leading “creatively” through turbulent times. However, there appears to be a growing belief among managers and senior executives that the leadership programs that they are attending are often insufficient to help them develop their capacities to face the demands of their current role.
Leadership development continues to be a significant challenge for companies around the world, as the transition to the new digital organization creates even larger leadership gaps. High-performing leaders today need different skills and expertise than in generations past, yet most organizations have not moved rapidly enough to develop digital leaders, promote young leaders, and build new leadership models. Leadership today is less about the “art” of leader¬ship and more about the challenges leaders are facing.
TMA’s 7th Annual High Potential and Leadership Development Summit will discuss how organizations are tackling the demands of assessing potential and developing future and current leaders for the new normal. Join our expert speaking faculty as they discuss:
· Experiential development
· Innovative talent assessment methods
· Applying microlearning principles to leadership development
· Creating leaders for the global economy
· Reducing bias in the talent development process
· Sustaining HiPo engagement
· Designing and implementing leadership models that are aligned with business goals and expectations
· The role of team development in talent management
· Leveraging data and analytics for leadership development
· Designing succession planning programs from scratch