In the complex world of leadership, it’s often the unseen toxic perspectives that hinder the growth of future leaders. Building a strong leadership bench is not just about recognizing talent but also about nurturing it through strategic development. Successful organizations like Merck and PepsiCo have long understood the importance of cultivating leaders from within, creating robust systems that ensure leadership continuity and business resilience.
However, a troubling trend has emerged over the years. The percentage of organizations with strong leadership benches has decreased significantly, dropping from 18% in 2011 to just 12% today. This decline is often fueled by three toxic perspectives that, if left unchecked, can paralyze leadership succession efforts.
Toxic Perspective 1: ‘Ready With Development’
Labeling potential leaders as “ready with development” can create a false sense of progress. Without clear action plans to bridge the development gaps, leaders remain stagnant, and succession plans falter. Organizations must move beyond mere labeling to implementing concrete development actions that prepare leaders for higher roles.
Toxic Perspective 2: ‘We Need To Test for Potential’
Confusing potential with current performance can derail succession planning. While testing for potential can add objectivity, it should not replace the nuanced understanding that management can bring. Cultivating leadership potential involves recognizing and developing inherent capabilities through tailored experiences and opportunities.
Toxic Perspective 3: ‘Everyone Is Accountable for Their Own Development’
While personal accountability is important, it is insufficient for building a strong leadership bench. Organizational support and strategic interventions are essential. Companies must create environments where emerging leaders are given the experiences and challenges necessary for growth, rather than leaving their development to chance.
Organizations that avoid these toxic perspectives and actively engage in strategic succession planning will see significant benefits. These include stronger leadership quality, better talent retention, higher employee engagement, and superior business performance. The key is to foster a culture that prioritizes leadership development as a strategic imperative, guided by HR leaders who champion this cause.