The Four E's of Leadership Development

As the present generation of leaders transition up the ladder into higher levels of responsibility who are they leaving behind them? How are they developing the leaders around and below themselves? The key to continued success in any organization is effective leadership at all levels. Where this does not occur I have found that organizations lose their effectiveness and efficiency. So how do we go about equipping the next generation of leaders? I would like to propose four steps. Encounter, Empowerment, Equipping, and Encouraging.

Encounter:
It is crucial that we begin developing relationships with coworkers that will allow us to see who can step up to leadership positions that will become available in the future. Observation is the first step. Always keep an eye out for that individual who shows potential as an influencer of others. Conversation is the next step. By talking together you can get better acquainted with the coworker as a person and discover those areas that need polishing for the future. Listening to coworkers as they discuss issues on teams or even in the break room or "after-meetings" in the parking lot. Soon you will find people who have basic talents that can be honed for leadership.

Empowerment:
Most people do not think of themselves as leaders. By giving them opportunities to explore leadership roles on a low level they may begin to have confidence in themselves and their ability to be people of influence. Start out with small tasks but always look for ways to empower the person through dialogue and positive feedback. Public praise for a job well done is a very empowering experience for many people. This also lets others know that you have entrusted these individuals with the power and authority to carry out specific tasks and have seen that they are qualified to lead.

Equipping:
Along with empowerment comes equipping. This can be in a formal setting such as a seminar or workshop. It may take place as on the job training. Apprenticeships or fellowships are other ways to equip developing leaders. Both theory and practice should be a part of the equipping experience along with opportunity to ask questions and get advice. Without proper equipping the future leader is going to have to learn in the school of hard knocks and the organization will suffer because of it.

Encouragement:
Mentoring and coaching relationships build up the person who is developing into a leader. As they go into new experiences new leaders will need someone to coach them through the difficult times and help them discover how to deal with the various circumstances and issues that face leaders everyday. Experienced leaders need encouragement as well through an organized system of coaching or mentoring within the organization. This should be a formal relationship and yet it can grow into a lifelong friendship that goes beyond the original time and place where the relationship began.

Developing the leaders that surround us will enable us to leave the place where we currently lead to new and more responsible positions knowing that the hard work and dedication we have devoted to that department will not fall apart upon our departure. Organizations should place someone in charge of leadership development who can carry out some of these elements on a regular basis.

I have found that over the years my successes have come as I have helped others to succeed. That is why I see encountering, empowering, equipping, and encouraging leaders as the key to the success of any organization.