It has often been stated that influential leaders need to be efficient in their abilities to lead. These skills often include meaningful knowledge in marketing, human relations, agenda forming, presentation skills, and many other perspectives necessary for a leader to be productive.
Sadly, however, many less than optimally influential leaders replace confidence with bragging. There are few more significant obstacles to true effective leadership than unwarranted ego and false bravado. Most effective leaders possess the confidence that drives them to handle whatever barriers they may face. These leaders know their weaknesses and strengths and have learned the subtle art of judgment. Pseudo-leaders generally do not invest the necessary time or use the effort needed to learn the fundamentals of leadership.
Very few companies properly locate, search for and qualify their potential leaders. While many firms claim to have a Candidate Search Committee, more often than not, these organizations just try to find any “warm body” that wants to lead the team. The most important functioning organizations understand that efficient leadership is developed over time. There is a need to develop, create and implement a professionally designed, professionally implemented, and professionally presented leadership program.
Leadership training is not a one-time experience. Instead, it is an ongoing methodology that starts by searching for future leaders. These individuals are normally recommended and have indicated that they want to learn by both deed and word. Future leaders need to show commitment by participating in events, attending meetings, and paying attention. Once these people are identified, they should be entered into an entry-level Leadership Program.
People who successfully complete Leadership Development and continue to indicate responsibility and personal growth should be entered into a Phase Two program, which takes people with potential and teaches them how to be leaders on a limited and local basis. This may be as a Chapter Officer, a Committee Leader, or in numerous other capacities, depending upon the edifice of the particular organization and its specific needs.
The next stage of training should be for those enrolling in the next tier of leadership and should be more in-depth. Then, before anyone should be considered for upper-level leadership, they must complete far more in-depth training, and this must also include certain challenges to demonstrate both understanding, commitment, and skills.
Once a person has been identified as a top leadership worthy, a very in-depth continuing leadership program should be utilized. These people should continue in leadership training throughout their occupation.
Without this basic training, how can any people ever genuinely have the necessary confidence required of upper-level leaders? When leaders are not adequately trained, they often end up bragging about their knowledge or abilities. Unfortunately, incomplete and bragging or unsuccessful experience is no substitute for leadership expertise and skills.