360 Degree Thinking

How do we effectively communicate with and develop promising leaders? This was on my mind in preparation mode for co-presenting at a major executive event in New Orleans. In all types of economic conditions, the answer to this question has big implications for business.

When times are challenging, development and succession are often the first things to get ignored under the false notion that nobody will dare look elsewhere during trying times. All this type of thinking does is guarantee bad turnover as talented people will be the first to bail out at the first signs of economic rebound. When business is good, competition for obtaining and retaining top talent compels leaders to engage in “360 Degree Thinking.”

360 Degree Thinking means leaders take the time to apply strategic hindsight, foresight and insight to their business and employee needs.

§  Hindsight – Experienced leaders apply lessons learned from their path forward. Very often we hear middle and upper management describe how they would have handled something in the old days, but now apply a very different method. To communicate with and grow promising leaders, share hindsight.
 

§  Foresight – Lessons learned, applied to help shape the future state. A forward-looking statement or safe harbor statement is a statement that cannot sustain itself as merely a historical fact, (hindsight). Forward-looking statements use future events as expectations or possibilities, (as in the case of growing leaders.)
 

§  Insight – The ability to synthesize hindsight and foresight into experiential critical thinking.
Yes, this is subjective, but how many of us have benefited from another leader who shared their insights with us? To grow promising leaders, it is wise to share insight. While they may or may not be able to grasp what is being shared at the time, chances are that it will happen sooner or later.

So, what is landing on the promising leaders in your sphere of influence? Are they aware that they are “well thought of” and possible candidates for advancement? Are they being communicated with in a validating / nurturing way?

Avoid too little – too late syndrome. This happens when the promising leader’s phone rings and they take the call. They turn over in their minds a new opportunity and then go back to their native culture to see if they are being paid attention to. Remember we said take the time to apply strategic hindsight, foresight and insight to your people needs. Wouldn't it be a shame to have top talent leave simply because this wasn't done?