Workers generally believe that organizations have an obligation to provide employees with opportunities for development over the span of their tenure… investing in the “rest” ensures you have a strong bench and protects you from flight risk in the Great Resignation.
Navio Kwok & Winny Shen
Takeaways of Note:
Leadership Development Paradox – individuals who receive the most development are the ones who arguably need it the least.
3 common, problematic assumptions of the paradox & strategies to overcome:
#1: Success Is the Result of Individual Effort… offer training support with flexible performance criteria for all team members (otherwise, low- or mid-performing individuals may remain at, or decline from, current performance)
#2: Past Performance Predicts Future Performance… assess attributes re: the potential to develop for future Team needs instead of centering decisions on current performance (i.e. learning agility & intellectual engagement)
#3: Motivated Employees Benefit Most from Development… select employees 1-for-1 into development programs (for every developmentally ready employee, include an employee with developmental need); ensures the “leadership competency gap” does not grow and contributes to curbing Team disparities