Source: Morgan W. McCall, Jr., High Flyers: Developing the Next Generation of Leaders, Harvard Business School Press, 1998, p. 204.

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LEADERSHIP DEVELOPMENT THAT WORKS

Over the past 20 years, companies and executives have consistently looked for the “Holy Grail” of executive development – the activities and roles that help executives take major leaps forward in their leadership capabilities. Through interviews with successful executives, Professor Morgan McCall, Jr. of the University of Southern California has identified several of the developmental experiences that help executives break through to a higher level of leadership effectiveness. In High Flyers: Developing the Next Generation of Leaders (Harvard Business School Press, 1998), McCall explains why these experiences are so powerful and how executives can create a personal development plan for attaining these opportunities.

McCall identifies powerful experiences as Assignments, Hardships, Other People, and Other Events. Consider the following list and evaluate which experiences have contributed the most to your own development. Which would help drive breakthrough leadership for you?

• Assignments – Many of these experiences involve facing unfamiliar responsibilities, added pressure of proving oneself in a new job, or creating significant change in an organization.
  • Early non-managerial jobs
  • First supervision
  • Building something from nothing
  • Fixing/turning around a failing operation
  • Project/task force temporary assignments done alone or as part of a team
  • Increases in numbers of people, dollars, and/or functions to manage
  • Movement from line operations to corporate staff roles
  
  
• Hardships – These obstacles help executives understand their and others’ personal limits and how to get through a tough time with greater perspective and accountability.
  • Business failures and mistakes, such as ideas that failed or deals that fell apart
  • Demotions, missed promotions, lousy jobs or being “exiled”
  • Confronting a subordinate with serious performance problems
  • Breaking a rut by taking on a new career in response to discontent with the current job
  • Personal traumas or crises, such as divorce, illness or death
  
  
• Other People – Bosses play a particularly important role in executives’ development, whether by requiring the executive to adapt/cope with their style, conveying technical expertise, or simply observing bosses’ behaviors and the associated consequences.
  • Role models who demonstrated exceptional qualities, both good and bad
  • People who demonstrated individual and corporate values through the chain-of-command
  
  
• Other Events – Formal courses and outside-of-work experiences can also play a role in leadership development.
  • Coursework and formal educational programs
  • Personal experiences outside of work