Building A League Of Leaders
Every institution needs as many leaders as it can get—individuals who catalyze change by mobilizing and equipping others to do more than they thought possible. Yet most organizations suffer from a self-inflicted leadership deficit. (It’s telling that in a Fortune CEO survey, only 7 percent of respondents said their companies were effective at developing global leaders.)
The problem isn’t a lack of leadership talent, which like athleticism or creativity is widely, though unevenly distributed within the human population. What’s missing are work environments that give would-be leaders the chance to develop-their latent talents.
To grow its leadership capacity, an organization must create more roles where individuals have accountability for a genuine P&L. It must flatten the pyramid, index careers and compensation by impact not rank, give subordinates a bigger say in choosing their leaders, and screen every potential hire for natural leadership ability.
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