HOW TO DEVELOP

LEADERS AT EVERY LEVEL

One-Size-Fits-All Development
Doesn’t Fit All Leaders
HOW TO DEVELOP LEADERS AT EVERY LEVEL

CONTENTS

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE 3

Emerging Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE 4

First-Time Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE 5

Middle Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE 6

Senior Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE 7

Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE 8

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE 9

Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE 10

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HOW TO DEVELOP LEADERS AT EVERY LEVEL

INTRODUCTION

While all leaders have common leadership challenges, there are aspects of leadership unique to each
leader level. Making the transitions from leading self as an individual contributor to leading others to
leading other leaders all require enhanced capabilities.

FlashPoint has developed a creative and measurable approach for developing each level of leader for
our clients to ensure development investment meets the needs of their diverse leaders and doesn’t fall
into the “one-size-fits-all” trap.

Bersin by Deloitte found that on average the investment in development per level of leader varies from
$8,204 for executives to $2,551 for first-level leaders. These numbers reflect the increasing complexity
of skills required as leaders move throughout our organizations.

Building bench strength in your organization means designing programs specifically for the needs of
each of these audiences, in addition to general offerings that are applicable to all.

Avoid gaps in development by approaching each leader level with full context: What are the leader’s
current skills? What are the desired capabilities? What will the leader need in the next role? What does
the leader need now?

ON!
READ

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HOW TO DEVELOP LEADERS AT EVERY LEVEL

EMERGING LEADERS

Who Are They?

Emerging or high-potential leaders are just starting out on their leadership journey. These early-level
leaders are becoming acquainted to the organizational leadership style and common leadership
language as they begin their development journey.
Often, the first steps are to increase self-awareness, build relational skills, and focus on
evidence-based leadership skills to prepare for their shift from managing self to managing others in
the future.
How do I Identify Emerging Leaders?
• Desire: Does the employee want to lead? Does he or she accept new roles, challenge the status quo,
and accept experiences that guide toward leadership?
• High performance: Emerging leaders not only fulfill the duties of their current role, they go above and
beyond to deliver results that impact the organization’s success.
• High potential: Those who seek out extra responsibilities, skills, or stretch goals may be emerging
leaders.
• Influence: The capacity to get others to follow them demonstrates that an employee has leadership
potential regardless of current title or role.
• Inspiration: If other employees seek out this potential leader for inspiration and encouragement, the
person may be an emerging leader.
• Optimism: Emerging leaders face the world with an optimistic viewpoint, resolved to work for their
vision of the best future.
• Supervision capabilities: Supervising others points toward employees who are already practicing
leadership capabilities, including those they may need one day in a formal leadership role.
• Values: Potential future leaders have identified and committed to their values, as well as discovered
how their values align with the organizational values.
Emerging Leader Development Checklist
Emerging leader development programs can include elements such as the following:

Group coaching Leading a key functional project

PURPOSE: PURPOSE:
To allow emerging leaders to grow together, connect To practice increased responsibility and accountability
across organizational functions, consider future and encourage big-picture strategic thinking
scenarios and roles, and develop a management mindset

Mentoring Self-assessment
PURPOSE: PURPOSE:
To expose emerging, high-potential leaders to other parts To identify areas of improvement, reflect on how a
of the business, higher-up leaders, and institutional leader sees him or herself, and direct that leader’s
knowledge from others leadership journey

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HOW TO DEVELOP LEADERS AT EVERY LEVEL

FIRST-TIME MANAGERS

Who Are They?

First-time managers face the challenge of making the transition from being an individual contributor
to leading others and making an impact through the accomplishments of their team. Often, they are
focusing on multiple responsibilities, dealing with constant change, and balancing managing others in
addition to their own job functions.
First-time managers are learning both the foundational skills of management and the characteristics
of leaders. It is often their first time achieving results through others, relying on their ability to coach
and influence employees to contribute to the bigger organizational picture.

First-Time Manager Development Checklist

First-time manager development programs can include elements such as the following:

Classroom training Exposure

PURPOSE: PURPOSE:
To learn best practices for essential management skills To deepen outsight and knowledge across the industry
including team engagement, performance feedback,
delegating, time management, and communication

Group coaching Mentoring

PURPOSE: PURPOSE:
To understand other perspectives and challenges of other To develop or strengthen relationships within the
business functions, increase accountability, and reinforce organization, hone relational skills, and provide support
application of knowledge and suggestions for team members

Style assessment Professional or industry association

involvement
PURPOSE:
To identify management style, increase self-awareness, PURPOSE:
and facilitate understanding of how one works with To gain deeper functional knowledge, establish
others connections in the industry, and learn best practices

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HOW TO DEVELOP LEADERS AT EVERY LEVEL

MIDDLE MANAGERS

Who Are They?

Seasoned leaders typically have different needs than emerging or C-suite leaders due to the
complexity of their roles. Now accustomed to managing others, these leaders may need a refresher in
management while also turning their focus to strategic overall organizational roles and becoming a
leader of leaders.
Supervisor, manager, or director-level leaders need learning designed around deepening current skills,
engaging and influencing others to amplify results, operating strategically, leading other leaders, and
establishing high-performing teams.

Middle Manager Development Checklist

Mid-level leadership development programs can include elements such as the following:

Acting as a coach or mentor for Action learning project

emerging, high-potential leaders
PURPOSE:
PURPOSE: To practice solving a high-level, complex business issue
To strengthen coaching and relational skills with a diverse, cross-functional group

Exposure Leading a major organizational

initiative or strategic project
PURPOSE:
To deepen outsight and build relationships within the PURPOSE:
industry To practice building high-performing teams and leading
other leaders

Mentoring and coaching relationships Professional or industry association

with executives and c-suite leaders involvement
PURPOSE: PURPOSE:
To gain understanding of the business as a whole To gain deeper knowledge and connections in the field

Stretch assignments Volunteer leadership role in an

industry or professional association
PURPOSE:
To diversify experience within the organization across PURPOSE:
business units or functions To build experience influencing others and leading
strategic initiatives

360-degree assessments
PURPOSE:
To identify areas of improvement and understand how
they show up to others

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HOW TO DEVELOP LEADERS AT EVERY LEVEL

SENIOR LEADERS

Who Are They?

As leaders rise to enterprise-wide executive roles, the complexity of what success looks like increases
as well. C-suite leaders are expected to strategically manage the business as a whole and/or specific
business units, no longer just manage groups of leaders.
Senior and C-suite leaders are expected to act as forward-looking visionaries, driving action through
others. Critical skills include complex, deep thinking and building cohesive teams to drive success.

Senior Leader Development Checklist

Senior leadership development programs can include elements such as the following:

Individual coaching Executive education programs and

advanced degrees
PURPOSE:
To discuss complex business issues and long-term PURPOSE:
development goals To build business acumen and critical industry-specific
skills

Executive team coaching 360-degree assessments

PURPOSE: PURPOSE:
To increase team cohesion and ability to identify a shared To identify areas of improvement and how they show
vision up to others as leaders

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HOW TO DEVELOP LEADERS AT EVERY LEVEL

GLOSSARY

Action learning project: A project solving a problem or improving a business process

Classroom training: Formal learning opportunities around practical, applicable content, tips,
tools, and resources for foundational knowledge and skills

Executive education programs: Further education opportunities, such as an advanced

degree or an MBA

Exposure: Interactions, networking, and relationships with industry experts or thought

leaders outside the organization

Group coaching: Time dedicated to a small group discussing daily challenges, brainstorming
to help solve problems, connecting with others, and sharing how each person is applying new
skills on the job

Individual coaching: A one-on-one relationship with a coach using highly targeted questions
to identify possible outcomes, potential barriers to success, and action steps

Leading a key functional project: Identifying and addressing an issue in a specific business
function or improving a departmental process or project

Mentoring: A one-on-one relationship between an experienced colleague and a newer

colleague focused on giving guidance about navigating the unique aspects of the organization,
the specific needs of the business, and the knowledge needed at higher levels

Professional or industry association involvement: Becoming a member of an industry

association, attending networking events, and using continuous education resources

Self-assessment: A questionnaire or checklist that allows a leader to reflect on his or her

leadership attitudes and behavior

Stretch assignments: Cross-functional, cross-level, or international business assignments

designed to advance a leader’s business acumen, understanding of business functions, and
impact the business as a whole

Style assessment: A tool to provide self-reported information about priorities, preferences,

motivators, stressors, and tendencies

360-degree assessment: A feedback tool that allows leaders to compare their perceptions of
skills and areas of improvement to the perceptions of those around them; typically
implemented before and after a program or session to determine the impact of new skills
being implemented

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CONCLUSION

Above all, the most critical part of development programs is, of course, reinforcement. Part of the
impact that technology has on leadership development includes the personalization of offerings for
each leader type, allowing them to choose from on-demand resources and activities geared toward
leaders’ learning style, pace, interests, and goals.

Each level of leader will prefer different types of reinforcement, but technological options may help
bridge the gap between the leader’s day-to-day actions and the skills and development gained in
sessions. In-the-moment reinforcement allows for consistent, regular reminders about why achieving
the desired skill or behavior change is important to them, how they can master the new knowledge or
skills, and what to apply and when to apply it.

Still not sure where to start or what development options your leaders would benefit most from? Get
in touch with the FlashPoint team and we will be your trusted business partner as you plan and
implement proven leadership development programs that achieve results.

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HOW TO DEVELOP LEADERS AT EVERY LEVEL

SOURCES

Bersin by Deloitte, 2014: Karen O’Leonard and Jennifer Krider, Leadership

Development Investment Increases 14 Percent (Oakland, Calif.: Bersin by Deloitte, 2014).

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HOW TO DEVELOP LEADERS AT EVERY LEVEL

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