Three Dynamic Optimizations of Organizational Executive Leadership

There could be abundant topics or content that organizational executive leadership may include, among which these three dynamic optimizations should be put in first priority by leaders: Dynamic optimization of talent pool, dynamic optimization decision-making mode and dynamic optimization of leadership.

Dynamic Optimization of Talent Pool

To better achieve the strategic goals and plans of their organizations, organizational executive leaders should attach much importance to the development of more excellent leaders at all levels of their organizations. They should build in advance leadership talent pools in order to reserve, develop and deploy talented future leaders.

Dynamic Optimization of Decision-making Mode

Organizational executive leaders have to make decisions on a variety of major issues regularly. Compared with mid-level and grassroots leaders, the validity of the decisions made by organizational executive leaders tends to have a huge impact on the future development of the whole organization. Organizational executive leaders must adopt different decision-making modes under different circumstances. Differences in decision-making ways will greatly affect employees’ willingness of implementation.

FIGURE 12.1

Three dynamic optimizations.

Dynamic Optimization of Leadership Style

Organizational executive leaders must understand that the whole organization is in a constant state of change instead of remaining unchanged. They need to adjust their own leadership styles once the development stage of their organization changes. In other words, organizational executive leaders should learn to adopt different leadership styles at different stages of organizational development (Figure 12.1).

In the case of Ray, he failed to cultivate qualified successors in advance for his forthcoming retirement. On the contrary, the decision of his sons succession at the critical period of merger and acquisition was hasty and risky. As an organizational executive leader, Ray was not qualified in terms of dynamic optimization of talent pool. When Ray had to make decisions on whether his son should stay or leave, he still adopted his original way of decision-making by consulting with core subordinates one by one. He failed to adjust and optimize his decision-making mode under the new circumstances. Moreover, Ray also failed to realize that the development stage of his company had changed greatly after the merger and acquisition. Therefore, his leadership style should have also been adjusted to better match the new stage of organizational development.

Dynamic Optimization of Organizational Talent Pool

Organizational executive leaders should shift their focus from developing themselves into excellent leaders to cultivating more excellent leaders at all levels of their organizations. They need to analyze the bench strength of their management team and build stabilized pipelines of leadership development. Dynamic optimization of the leadership talent pool would be beneficial to the stability and sustainable development of any type of organizations.

Therefore, a core responsibility of any organizational executive leader is to build leadership development pipelines for his or her organization in order to develop and retain talented leaders at various organizational levels. Some high-level leaders still rely heavily on their personal abilities or even personality cult while leading their organizations. As a result, once these leaders can’t continue their work due to health problems or other reasons, the whole organization may encounter turbulence or even collapse.

An Wang, an extraordinary inventor, entrepreneur and scientist, founded a computer company named Wang Laboratories which was once well- known worldwide. He used to be ranked as the fifth wealthiest person in America and was recognized as a miracle in the world of Chinese people. However, the successor chosen by him turned out to be the gravedigger of his business empire and Wang Laboratories was put into bankruptcy in less than six years.

The Significance of Building Leadership Development Pipelines

Leaders should pay close attention to five major phenomena of inadequate succession planning or poor talent-pool building, which are listed specifically in Table 12.1.

Leadership pipeline development refers to the process in which top leaders of the organization consistently identify, track and develop high-potential talent of key positions. High-potential talents are those who are believed

TABLE 12.1

Five Major Phenomena of Inadequate Succession Planning

Lack of Succession Planning

Many high-level leaders do not have enthusiasm as well as foresight in reserving and developing successors for existing managers at various organizational levels. They don’t have a sense of crisis and consider talent-pool building unnecessary and unworthy of doing.

Lack of Systematic Cultivation

Many candidates are chosen and appointed in an unscheduled way. They don’t have qualified abilities and qualities and are not competent enough for their management positions when assuming responsibility.

Lack of Smooth Handover

In some organizations, there are always disagreements and even conflicts between existing leaders and their successors due to the lack of adequate co-work and mutual trust.

Lack of Preplanned Alternatives

Some high-level leaders may quit, leave or become unable to continue their work due to various reasons, which may result in a huge crisis to the whole organization if qualified successors can’t take their place in a short time.

Lack of Talent Flow

If there is no mechanism of talent flow in the organization, prospective leaders will have limited chances of future promotion. They will probably choose to leave and the bench strength of key managerial positions will be weakened.

by their superiors to be qualified for managerial positions at higher levels. The significance of building leadership development pipelines lies in three areas:

  • • Organizational executive leaders can reserve and develop abundant future leaders through the establishment and development of leadership talent pools. High-potential talents are identified, assessed and cultivated in a systematic and continuous way and the bench strength of key positions will be greatly enhanced.
  • • Middle-level and grassroots managers will be offered more opportunities to exhibit their talent and potential of leadership in front of their superiors.
  • • Excellent talents can have more chances of getting promoted so that their loyalty and devotion to their organizations will increase greatly.

The managerial positions involved in leadership pipeline development and succession planning include not only top and high-level executives but also mid-level and grassroots supervisors. The sustainable cultivation and development of future leaders at various levels are significant to the continuity of organizational policies and cultures.

 
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