By David S. Weiss
An organizational consultant to assessing, measuring, and development management capacityLeadership potential has emerged as a key resource of aggressive virtue in ultra-modern economic system. yet many companies fight to boost the ability they should prevail. This publication deals concrete and distinctive ideas to shut the management hole. It explains intimately the best way to behavior a management research, selecting precisely the place the gaps are in either organizational and person management; analyzes the demanding situations an organization faces; is helping in figuring out an organization's management deficit; and generates management recommendations adapted to the organization's specific wishes and shortcomings.
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Additional resources for Leadership Solutions: The Pathway to Bridge the Leadership Gap
Many times, we polled the audience to describe the severity of the leadership gap. The questions we asked are: • To what extent is the leadership gap in your organization a burning issue now? • Five years from now, will the leadership gap be more, the same, or less of an issue for your organization? Please explain. The responses to these questions have been consistent wherever we have traveled. To what extent is leadership capacity a burning issue now? 80 percent of the respondents indicate it is a burning issue now.
The VP of Marketing told the young brand manager that she was planning to retire in the next year or two and that the executive team had asked her to play a role in grooming her successor. The VP told the brand manager how impressed she had been with her work—in particular, the leadership she had been displaying in her role. The VP believed the brand manager had what it took to be a senior leader in the company and strongly recommended she consider the career option. The young manager waited, and with a smile, replied, “I see how hard you work.
The CEO also felt this process would develop the three directors and give them a more holistic perspective. Hopefully, one of them would rise to the top and eventually be ready to take over the entire business. Although the approach was slower, it was manageable from a risk perspective. The organization simply did not have the leadership capacity to take it any faster. The anticipated lost revenue opportunity of the slow-down strategy was approximately 30 percent of the forecasted business revenue for the first two years.