Most organizations seem to follow a trend, that of training their executives in leadership well after they have spent years in a team lead or supervisory position. Even the training savvy organizations fall into this category. Sometime back a Harvard study cited this as a global phenomenon across industry segments. Based on their survey, the average age comes out to be 40+ for getting formally trained in a leadership program. The key issue is when should you start training your leaders?

Well this wouldn’t have been a point of concern a few decades ago when leadership symbolized the later part of one’s career. But situation has changed over the years. Worldwide, careers are now reducing by several years considering layoffs, voluntary retirement and so on. Grooming a leader through structured training at a late age goes against the market dynamics.

Some industries call themselves young with the average age of employees between 26-27 years. A decade back, the CEO of a Retail company once told me he was the oldest employee in the organization at 47 years. Consider the Information technology industry, where do you get employees over 45 years in this industry? The traditional manufacturing industry is not far behind either. This situation is more critical in developing countries where millions of young people are waiting for jobs and older people over forty are at risk to be edged out.

If this is the market reality, then there are organizational issues also. Management and leadership are not exactly the same thing. Many would bring in the classical debate here; leaders are born and not made. A team lead or a supervisor may be running the operations for years but leading is different. It requires the necessary leadership tools. Beyond job learning, much of the knowledge and skills come from formal training. On the job learning can certainly help, but partially only. Who pays for the mistakes of an untrained leader who learns through trial and error? Personal leadership development is not something that can be delayed. It makes managers and supervisors more effective leaders.

Leadership development early on has several advantages. It can help your company’s succession planning. Sure, you need the next generation leadership to be ready for taking up the mantle at the appropriate time. Then, there are aspiring people who are looking for higher level of activity and growth. Leadership development positions them for the future. A passionate leader is an important asset for the company. Such a leader can influence people to a new high and also be a stabilizer for the team in its difficult moments.

When the employees see that the company is committed to professional development and there are opportunities for advancement within, an environment is automatically created that works on trust and loyalty. Leadership development is an investment that pays for itself in the long term with increased bottom line.

So it’s time to take a call. Train your leaders early on, so that they have the time and opportunity to refine themselves into balanced leaders with high degree of emotional intelligence, the ability to think strategically and other skills desired of an accomplished leader. Going a step further, why not develop leaders at all levels? Implementing that would of course require commitment from the top.

About the Author

Bidyut K. Acharya is a Consultant and Corporate Trainer heading Management Development Services. Kolkata. India. He can be reached at bka@management-dev.com