Business as Usual

Developing others is a leadership competency of increasing importance; however, many managers don't really know where to start. The first step in developing others is to put in place an employee development framework that encompasses processes, resources, and a culture that values learning and development. Many organizations have accomplished this but have failed to follow through by equipping their managers with the skills and knowledge they need to develop their direct reports. A fairly small investment in improving managers' skills can produce significant improvements in the effectiveness of employee development programs, offering an attractive bargain to companies in these tough economic times. Sharon Daniels, CEO of AchieveGlobal, sees a difference between coaching and mentoring, and developing others. She says that "organizations must have a broader focus to do a good job developing their employees. The culture, starting at the top, must attach importance to developing people. Setting expectations through the performance management process and reinforcing them through rewards and recognition are critical for embedding these priorities in the culture, and managers need to be held accountable for supporting the development of their staff." Daniels also points out that senior leadership should avoid weighing managers down with administrative duties so that they have time to develop their staff.

Competency models and career paths

Employees and managers need to know what skills are required for successful job performance and the paths to take for development and career advancement. Competency models for jobs and a career path or career map provide this information. In working with clients, Daniels has encountered many companies that don't have competency models for managers. Some that do use competencies have failed to align them with what is needed for successfully achieving their organization's strategic goals. At Fluor...