With the large number of Baby Boomers retiring, there is a growing need within large and small organizations to do a better job of developing their new leaders. Clearly, one element to this process is in-depth training. When new leaders all have a common language and a set of tools for how to lead people and manage change, the entire organization will have the capacity to better rise to the challenges before it.
However, there is another element to helping new leaders become better leaders. It is the understanding that great leaders have allies and confidants. Allies are the people who a leader counts on to make sure they can successfully execute the company’s strategies. These are the key people who will work closely with them and assist them in making sure things are done right. Allies have a strategic mindset and the capacity to execute operationally.
Confidants, on the other hand, are the people who leaders visit with to explore new ideas, examine new perspectives, and with whom they can share their worries, challenges and points of frustration. Within this relationship is the potential to gain fresh insights and perspective in order to become better over time. The best confidants ask important questions and assist the leader in thinking through what it is they are trying to achieve.
Our challenge as leaders, especially those of you who are leaders of leaders, is to make sure all new and current leaders are building a larger network of allies and are working closely with a coach or confidant who can help them gain fresh insights and maintain perspective in the midst of their current and emerging challenges. It is the combination of having allies and confidants that differentiates good leaders from great leaders.
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