We’ve been hearing a lot from our clients lately about leadership succession planning and transition at their firms. Although many firms chose to reduce or even eliminate their investment in leadership development programs as a result of the recession, we’ve noted that many firms have come to appreciate the value of that investment, and have therefore given it higher priority.

Let’s face it: the majority of firm leaders today represent the Baby Boomer generation, and for many of us, retirement looms on the horizon. Who will replace us to lead our firms into the future, and what should we be doing in order to ensure that they are prepared to lead?

A number of our clients have been very successful in creating leadership development programs. These include a combination of growth experiences for the participants, with varying degrees of associated investment:

  • Identifying potential future leaders in both technical and management roles. Your firm needs both.
  • Identifying project opportunities that offer growth and challenges in a specific discipline or career track for selected employees who show leadership potential.
  • Sending key executives and selected future leaders to external programs.
  • Mentoring, mentoring, mentoring – it can be done, and it does not have to be formal. Consider how a semi-structured mentoring program can help your employees to understand that management wants to grow and develop, and therefore retain, staff.

I’ve been especially pleased to see that firms of all sizes have created or revitalized their leadership development programs—and some of our smaller clients have created the most successful programs. For example, one 80-person architecture/engineering firm that we work with has seen great success in coaching their potential future leaders in developing their interpersonal skills. The up-and-comers now appreciate more fully that management skills are critical to the success of their individual teams, the firm, and their clients—and they’ve benefited from networking with their peers across the firm in the process. This firm intends to continue this coaching year after year.

As with any initiative, you’ll want to track the return on your investment: so, how will you know if your leadership program is effective? Based on what I’ve observed, successful firms experience the following:

  • Better synergy throughout the firm that was not obvious prior to the program’s implementation
  • Improved retention and decreased turnover: individuals who want to grow and develop their careers perceive that they do not need to find opportunities elsewhere.
  • Repeat business: clients see not only the success of their projects from a design perspective, but also in the form of better service.
  • A shift in culture to a more to an inclusive, collaborative environment.
  • Teams and departments working together for the good of the firm and its clients.

When you’re considering your firm’s need for leadership in the future, bear in mind that not every one of your employees can or—or even should—be on a leadership track. Your goal should be to find the right fit at the firm for each of your employees, playing to the individual’s strengths. I think of it as discovering and focusing not on what people can’t do—but rather what they can do.  What strategies has your firm found to be effective in leadership development?

What have you been thinking about?
Contact me at bhirwin@hradvisorsgroup.com and let’s discuss your potential.