How do you ensure that there is a steady stream of leaders in your company ready to lead at the appropriate time? I think you need to create an organisational culture and processes to ensure that this doesn’t just remain an academic discussion but an actual reality. The best talent is internal. We believe we have the best people within our global offices. That belief translates into action with the guideline that 80% of all vacancies must be filled from internal resources. Most significantly it means global opportunities for our best resource, our people. For example, our UK marketing director is an Indian leader. The greatest advantage is that every country has talent who can be provided with global opportunities who can contribute in different environments and cultures.
(Brian Wilkinson, executive board member & chairman for India, Randstad)
Organisations all over the world use combinations of development strategies and programmes to create future leaders. The aim of every leader should be to create successors and the aim of every successor is to learn to be an effective leader of tomorrow. For a leader to create an effective second line of leaders, he should possess the awareness and understanding to inspire, motivate, mentor and grow the team next in line. Collaborative decision making and co-leadership are essential factors to help future leaders understand the company, its vision, its people and its constraints. The second line of leaders is the primary crew who shoulder the responsibility to circulate messages from the leadership to a larger team. They act as a bridge between the leadership and the people who play important roles at the ground level.
(Jeremy Hunter, president, Henkel Group, India)