I’ve often heard this question discussed and debated both in the classroom and in organizations. If senior leadership is an essential component of a winning culture, what role do managers and supervisors play?

Research and experience indicate that yes, organizations can indeed strengthen management, supervisory, and leadership capabilities among promising team members by using a deliberate, structured approach. And this process is not reserved for larger businesses with more substantial resources. Even modest sized companies can improve performance and results with a comprehensive development process.

The first step is to identify those with potential early and carefully. Team members who demonstrate initiative, sound judgment, accountability, curiosity, emotional steadiness, and the ability to influence others positively are excellent prospects for further development. While technical ability is needed (and this is where most training is stressed) this alone is not necessarily a sign of leadership capability. The ability to communicate effectively, build trust and confidence, coach others, critical thinking and problem solving and making effective decisions in real time are more reliable indicators of leadership potential.

While these and other traits can be noted by interacting with and observing team members in action, assessments add important insights into their preferences, traits and potential for development and advancement. Well-designed assessments can help identify communication style, leadership strengths, blind spots, decision-making tendencies, emotional intelligence, team-role preferences, and readiness for supervisory responsibility. Harrison Assessments are among the tools I often use with individual clients and with organizational leaders.

Once individuals are identified, these team members can benefit from stretch assignments, project leadership roles, mentoring, coaching, job rotation, and cross-functional exposure. They should be given opportunities to lead meetings, solve problems, manage conflict, and receive meaningful feedback from supervisors, peers, and direct reports (note that those responsible for giving feedback should also be trained and equipped for this impactful role). These real-world experiences help emerging leaders practice judgment, communication, delegation, and accountability in situations that resemble the challenges they will face as managers or supervisors. Working on case studies is another great way to learn about real organizational problems in a “safe harbor” way.

Of course, for this to work on any level, senior leaders must model the behaviors expected of emerging team members. The organization must purposely reward collaboration, integrity, accountability, and people development, not just short-term results. When employees see that effective leadership is valued and practiced consistently, they are more likely to adopt those behaviors themselves.

While high performing organizational cultures are set by senior leaders, they are maintained and gain strength when highly developed supervisors and managers are in place. This is a critical organizational development need often overlooked.

To get started on your journey toward becoming a leadership organization, contact me at joe@ajstrategy.com.