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Focus on development for company success
By Wayne Outlaw
Contributing Writer
When talking about development, it is easy for the individual to focus on aspirations, but talking about career goals does not constitute development. Development must be more than career planning or performance appraisal. It must focus on creating the competencies needed for success.
Development, whether it is your own or someone else’s, requires a consistent process of examining individual strengths and weaknesses and what is needed for success.
Personal development of an executive, or any individual, is not a single event or a couple of conversations. It is an on-going process focused on the individual’s competence compared to what is needed now and in the future.
Companies that are successful in developing top talent create a high level of commitment from their employees because of their leadership, development and feeling of empowerment. Developing yourself and others helps the organization stay competitive in the marketplace and, most importantly, helps improve employee retention and success.
Over the years, our organizational surveys have shown that the companies that are better at developing their talent also have greater marketplace results and better bottom-line profits.
Many think developing an individual is simply part of the annual appraisal process. My experience indicates that real development is above and beyond the appraisals.
While there is some discussion about development, promotion possibility and future jobs in the appraisal session, it can’t be the significance of it if the appraisal is to serve its function of accountability.
So whose job is development anyway?
While some people think it is the company’s or their bosses’ responsibility, it is actually yours. The better job you do in creating and carrying out your individual development plan, the better chance you will have to get ahead. There is a direct connection between the development of your executive ability and your career progression.
Do large companies do a better job at development?
Many large companies have personal or employee development down to a fine art. Others, even large and supposedly progressive companies, struggle and do it poorly, if at all.
Some organizations, such as Sprint, have invested not only money, but also time and energy in development. They have identified five core competencies as dimensions of development. They use them as a blueprint for a successful performance. These core competencies are: 1) act with integrity, 2) focus on customers, 3) delivery of results, 4) building relationships and 5) demonstrating leadership.
What are the competencies you need to master as an effective executive?
Our experience has shown they are: 1) selecting a peak performing staff, 2) developing the capability of staff members, 3) directing employees to achieve results, 4) making tough decisions, 5) willingness and skills in managing and resolving conflict, 6) creating a focus on results, 7) demonstrating a commitment to excellence, 8) a willingness to praise and give recognition, 9) planning and goal setting and 10) having the values of integrity and honesty.
It is easy to focus on developing the skills of employees who are doing physical tasks, such as manufacturing, administration and even basic people skills involved in selling and customer service. However, defining the core competency requirements and knowing how to develop them for executives is a much more difficult task.
If you would like to participate in a survey identifying the most important core competencies that executives need, go to www.outlawgroup.com/executivedevelopmentsurvey.htm and give us your insight. Once we complete the survey, we will publish a summary of our research in a future column.
Take a close look at yourself and identify the areas that you feel would benefit you if improved. Don’t just rely on your own observations.
Meet with a mentor or a key individual in the company’s executive team to ask for feedback to determine your leadership and management style and the skills needed in your current and next position.
To be the top person in your group, you must continuously improve your abilities. Many times we must ask for unbiased and candid feedback from others to know what to change and how.
Commit to finding your mentor and also being a mentor to someone else to develop yourself and others.
Wayne Outlaw is a speaker and consultant. E-mail him at wayne@outlawgroup.com.
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