Building Leadership pipeline

As the popular saying goes, Leadership is all about ‘Building more leaders’ in the organization. Identifying, coaching and grooming high potential individuals play key role in building the leadership pipeline. In technology industry, it is critical to choose an individual who bring in technology passion, people quotient and business acumen. However these folks are not available ‘read-made’, need to be built over a period of time by grooming.  In this story we will delve into three pragmatic aspects that need to be considered in the grooming process.

Identify strengths

Assuming that you are a leader who is looking forward to build your next set of leaders, the first step is to identify key strengths among the set of individuals, who can potentially take up the leadership position. Leaders need to spend significant amount of time by developing deeper listening to these individuals for assessment. Here are the typical questions you need to consider against each individual.

  1. What is the technology depth Vs breath an individual has? Is he a detail oriented problem solver or generalist with common set of skills?
  2. Does he possess significant relationship building skills? What is his individual track record in interacting with customers?
  3. How good is his Emotional Quotient? Can he take people together in a compassionate manner? How does he react in pressure or conflicting situations?
  4. How good is his interest in self development? Has he shown interest in investing himself by taking up organization specific training programs or considers it as an overhead?

The above mentioned questions may not be conclusive, but it would provide you with a clear indication of an individual’s strengths. Once it becomes clear, he needs to be positioned to take up leadership roles, depending on his/her strength area. At the end of this assessment process you will have the list of potential people who are competent to some extent to take up leadership positions.

Value alignment

While the first step talks about an individual’s strength and his competency, it is definitely not suffice to choose an individual as a leader. Here is where the critical factor of ‘value alignment’ comes into picture. An individual may be extremely good with certain skills, but if they don’t have necessary value alignment with the organization by possessing right values, it will become a disaster in the long run. Here are the few questions to assess the value alignment of an individual:

  1. How strong is his integrity? Can you trust on any numbers that he gives which could be in as simple as the estimation he provides for his own work completion? Does he bloat up the time just to ensure he is in a comfort zone?
  2. When any mistakes happen, does he protect his team members or passes on the blame to them?
  3. How well he understand organization core values and vision? Has he developed understanding of how the organization core values maps to his work?
  4. Does he feel comfortable to share the bad news first?
  5. Does he convey the same message to higher ups and to the junior members?

Again, the above mentioned questions may not be conclusive but clearly indicate whether an individual is a value aligned or not. Given a choice it is always better to choose a guy with strong values than the one having higher competency, mainly because competency can be groomed.

Coaching process

Once we identify an individual with stronger grip in competency and value aspects, he needs to be positioned in the team to do the leadership role without giving formal authority. This means rather than announcing ‘here is your next team leader or manager’ it is always better to groom them in the role by taking step-by-step approach. As a part of the coaching you need to identify his gap areas for taking up the leadership role and align it with current responsibilities and performance management system. That way an individual also understands that he has to evolve into the role by working in gap areas gradually.

On the job, the individual needs to be given incremental responsibility. To start with few coordination activity can be identified (ex: project metric collection) by working with various members in the team. Team should be clear about his new responsibility, mainly to avoid any potential conflicts. Slowly but steadily, such responsibilities needs to be increased depending on how well an individual is able to adjust with this new role. When he does any mistakes during the process, you need to support him by providing proper orientation. Rather than putting him into a full blown leadership coaching program it is always better to coach him on the job with real time examples like this. Along with that he can be nominated for internal/external leadership training programs.

Some of the initial set of challenges that leader-under-grooming could be facing, where orientation need to be provided:

  1. Handling conflicts
  2. Influencing individual members without formal authority
  3. Handling negativity in team member
  4. Self doubt or over-confidence

Once this incremental coaching is done, the leader-under-grooming will eventually graduate and become a well seasoned leader. Now he can be announced as a formal leader to the team by giving complete control of the team. However on a regular basic you need to do necessary check and ensure things are moving as planned.

Of course, it is very easier said than done. It is a continuous journey where you need to invest lot of time and energy in grooming. There can be many issues/challenges that will come on the way which you take it up resolve. After all when it comes to leadership, nobody can say ‘I am done!’

The Product Manager and the Business Owner

I see a lot of instances where these 2 roles are somehow being confused, leading to insufficient attention being paid to these roles. The purpose of this post is to call out the distinction between these roles for sake of clarity. Let us put in my thoughts on how these roles are different.

Business owner – Responsible for assessing the market opportunity, identifying target customer segment, setting revenue targets, putting together the sales / support strategy and overall scaling the business. The Business Owner role largely operates in the WHY realm. WHY is this market worth going after? WHY are we, as a business, best equipped to do this? WHY does this constitute a strong long term play for the business?
In a small company or a single product company, the CEO may well be the Business Owner.

Product Manager – Responsible for building the right product to enable the business to meet these targets, Ensuring that the product built has an USP or a differentiator among alternatives present in the market. Demonstrates, through live instances, that the product actually solves the customer need that it sets out to solve. The Product Manager role largely operates in the WHAT realm. WHAT is the right product / solution to address this market need? WHAT is the best user experience to be built? WHAT does your product deliver that others in the market dont? WHAT is the right go to market strategy?

The extension of this would be to look at Engineering Head as the HOW guy, but let me just stick to the PM and Business Owner here.

These roles may have their own independent reporting structure, but need to work very closely together to build a successful business.

Many Product Manager profiles and job descriptions that you see are a “hybrid” of both and for smaller businesses the same person doubles up as the PM and the Business Owner. While there is nothing wrong with you doing that, understanding the distinction between these roles is important. It is critical to keep a check on the extent of your focus on each of these and be aware of the balance. For a business in scale both these are huge focus areas and need dedicated mind share.

To start with you can take up both the WHY and the WHAT, but have a good sense on WHEN you want to hire someone who can complement you on this.

 

– NWritings