Heather Newill argues for a consistent approach to identifying and developing high-potential staff early on in their careers.
Creating a learning culture
In a recent survey conducted amongst 750 Chief Executive Officers, there was unanimous agreement that good leadership is critical to a company?s success. Moreover, there was general consensus that a major aspect of the top executive?s job is developing leadership in other managers. Interestingly, these same Chief Executives found it difficult to establish leadership development deeper down the organisations they led ? in short, many companies have yet to fully embrace a learning culture and have seemingly yet to connect learning to leadership and conversely leadership to learning.
As early as 1910 Howard Ceneen, a notable businessman, commented, ?leadership cannot be taught it can only be learned?. Today, there is general agreement that leaders are made as much as they are born and that many leadership skills can in fact be learned over time. Leadership development is a continuous process of self-discovery. That said, in the UK cultural sector there is a serious lack of material investment into building the next generation of leaders and increasingly, necessity dictates that we look beyond our own organisations and shores to fill these roles.
In industry, 91% of the top 20 companies in the world have a proven and established process for the early identification of leaders. 82% of these companies have formalised mentoring programmes to promote and develop future leaders within their business. So, how do the arts measure up? Not so well, it would seem! The fact is, the cultural sector is filled with highly talented, creative and intellectually capable people. How do we recognise them and what is the process by which we encourage, nurture and develop their capabilities?
? Make the right appointment from the very start: A good retention strategy is linked to an effective recruitment strategy. Align the selection process with a set of core competencies for the role that reflect your current and future strategic objectives. Think beyond the point of entry and visualise a scenario where you are appointing the person not for this role, but for future successive roles.
? Match your internal culture to your business and creative strategy: The environment and ambience of your organisation should reflect both your business and creative strategies. When culture and strategy are completely aligned, you will then be able to foster and develop a learning culture that encourages and enables leadership to grow and prosper.
? Develop talent: Learning should start on appointment. Create a job description that clearly identifies the critical purpose and functional objectives for the new appointee. Continuous feedback and the willingness to invest in the development of your people are equally important. Use of innovative development tools such as executive coaching, mentoring and shadowing schemes are valued ways of promoting self-learning and personal development. However, underpinning this is a real commitment to working towards a pre-defined objective. Measurement and contribution are the basis of a positive and progressive working culture from which learning and development needs can be assessed and deployed to mutual benefit.
? Reward significantly: Financial considerations are a reality of the world. The best in any sector will command and deserve the highest compensation. The arts and cultural world suffers from its own financial challenges, but it is a level playing field and those offering the highest rewards will attract the best players.
? Involve the Chief Executive: As we have already identified above, most Chief Executives see the development of leadership capability as an integral facet of their role. Involve the Chief Executive and make sure that talent becomes a Board issue where the talented become visible.
If leadership and learning are truly indispensable to each other, those organisations that embrace a positive approach to the development of people are more likely to succeed and flourish than those who do not. Adopt a learning culture and invest in your people ? it will certainly reap rewards in the long term.
Heather Newill is Practice Director, Arts, Entertainment and Media, for Friedlander Sachs. t: 020 7299 8132 e: heathernewill@eu.spherion.com.