How to Identify and Nurture Future Leaders

women leaders in IT

 

The average time I worked for companies in the Philippines was 2.3 years. US statistics show that the median stay has come down to 3.9 years, considered part of the Great Resignation phenomenon. I must have been way ahead of the times.

But back then, I had a good excuse. Automation was being introduced in the country at the time. I was always invited to launch a pioneering IT project and when that finished, I was recruited for a new one.

The availability of future leaders became a key requirement. Even in normal situations, organizations cannot afford downtime from leadership changes.

The Anecdotal Story

I was lucky because I found nine future leaders in my 32-year career.  And they were willing to be “trained” by me, unusual since I had the reputation of being “difficult.” Here are five of the nine:

1.    Institute of Advanced Computer Technology

At my first managerial job as Marketing Manager in I/ACT, it was my tremendous luck that one special day, two fresh graduates from the University of the Philippines walked into our office, looking for jobs. They were diamonds waiting to be polished.  

One of them helped me launch the first Micro Expo, the exhibition that introduced personal computers in the Philippines. Later, she headed our spin-off operations in HK. She is now headquartered in Malaysia at the top of her Asian management consulting firm.

The other one provided excellent and steady staff work. I invited her to join me later in BayanTrade as my executive assistant. When I left, a consortium member conglomerate recruited her as their VP for Human Resources.

2.    Development Academy of the Philippines

When I joined, I found staffing complete since government turnover is low. I handpicked an executive assistant to support me. When a third business unit was organized, she was ready to lead it.

Later I invited her to join me in MegaLink. She impressed people there, too.  When one of the bank CEOs assumed the Chairmanship of the Social Security System, he took her with him as VP of Management Services. She rose to be Senor VP.  

3.    MegaLink

At MegaLink, I created two business units: Operations and Business Development. I recruited two people I identified as future leaders from my I/ACT days and waited for who between them would emerge as my deputy.

It was a time when IT professionals went abroad for greener pastures and the Operations Head did just that. When I was recruited as Deputy Commissioner of the BIR, the Business Development Head was ready to become General Manager.

4.    SAP Philippines

When I returned to the private sector after the BIR, I had a bigger problem at SAP. The technical team was fine, but the sales team needed more to meet the challenges of introducing the German ERP software into the market. I had to recruit from outside the company.

Although she was not a well-known salesperson in the industry, one of them proved to be an outstanding recruit. Later she rose to become the Country Manager. She moved on to found Third Pillar, a successful SAP Business Partner.  When she sold it to a leading telco conglomerate for a profit, she was retained as Chairman/CEO.

Lessons on Identifying and Nurturing Future Leaders

Similar stories can be told for the other four future leaders I found. From this rich experience, I can share the following tips.

1.    Use Behavioral Assessment

I looked for people who exhibited similar traits that made me successful as a leader and if possible, did not have my weaknesses. I didn’t use leadership assessment tools to discover adaptability, resilience, communication skills, and teamwork.

The 360-Degree Feedback principle, from peers, superiors, subordinates, and external stakeholders, complemented my observations. I got a complete view of the person’s performance and potential.

2.    Do Things Together and Involve Them in Stretch Assignments

They are the kind of people who did not hesitate to join me in working towards excellence. Like me, they were not content with just getting by. We did things together. Instead of formal leadership programs, mentorship and coaching were the norm.

I assigned them activities and projects that required them to step outside their comfort zones and develop more skills. For example, they were exposed to board members of MegaLink and BayanTrade.

3.    Make them Boss-Whisperers

This perspective came from them: how they viewed the process.  

One said she considered herself a "boss-whisperer." The term is used informally to describe someone who sustains a close, influential relationship with a leader. They act as trusted advisors and provide confidential counsel and operational support.

Another called herself a virtual chief of staff. A chief of staff is typically a formal position within an organization responsible for operations oversight, staff coordination, and smooth functioning of the leader's office. I usually did not have such a formal position (except in BIR) but this was how the “boss-whisperer” acted.

While working closely with me, they gained a deep understanding of my goals, challenges, and personality. This understanding allowed them to provide valuable counsel, influencing my decisions and actions. It became the stepping stone to taking over my role or preparing for future leadership positions.

However, it's important to note that while these roles can provide opportunities for advancement, they are not guaranteed paths to leadership. However, identifying them correctly in the first place ensures they have the potential and the traits necessary to achieve success. These roles then become a good track to leadership.