Developing the Leaders of Tomorrow: A Framework for Nurturing Talent Within Your Organization

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Abstract: This article presents a comprehensive framework for developing organizational leadership talent through strategic identification and nurturing of high-potential employees. It outlines a systematic approach beginning with robust talent identification based on capability, engagement, and growth capacity rather than just performance metrics. The framework then details effective development strategies including formal training, experiential learning opportunities, and self-awareness building through feedback and coaching. The article emphasizes the critical role of executive sponsorship in advancing emerging leaders and highlights the importance of continuous evaluation to refine leadership development efforts. By implementing this multifaceted, research-backed approach that combines thoughtful assessment, meaningful development experiences, and ongoing support, organizations can build sustainable leadership pipelines that ensure long-term success through periods of change and growth.

Leadership is crucial for organizational success, yet developing strong leaders takes time and commitment. Today we will provide a framework for organizations to nurture existing and emerging talent so they can fully realize their leadership potential.

Identifying High-Potential Talent

The first step is to intentionally look for signs of leadership ability within your existing workforce. Effective identification requires assessing multiple factors beyond just performance reviews.

Research shows three main criteria for identifying high-potential talent: capability (knowledge and skills), engagement (commitment to the organization), and capacity for growth (adaptability and learning agility) (Silzer & Church, 2009). A broader set of factors should be considered beyond just past accomplishments.

Analyze Multiple Dimensions of Performance

Rather than focusing solely on short-term results, look at how individuals approach their work. Do they demonstrate strategic thinking, develop others, and lead cross-functional initiatives? Examine key competencies like communication, collaboration, and problem-solving. Invite informal feedback from others to gain a well-rounded view of potential.

At LinkedIn, identifying potential leaders involves discussing performance not just in annual reviews, but also through regular skip-level meetings where direct reports meet with their manager's manager ( LinkedIn, 2022). This gives a different perspective on emerging strengths.

Consider Diverse Backgrounds and Experiences

Do not overlook talent that may look different on paper. High achievers can come from any part of the organization or educational background. Stay open-minded about what “potential” looks like to avoid biases.

While traditionally promoting from within, Unilever has started identifying talent further afield, such as from vocational programs. This has increased diversity among their future leaders (Unilever, 2021). Considering varied profiles expands your options.

Involve Multiple Evaluators

Do not rely on any single manager’s views. Use assessment feedback and multi-rater tools from direct reports, peers, and other stakeholders who have observed an individual in different contexts. Cross-validation provides a more robust picture of potential.

At Microsoft, assessing leadership talent involves structured interviews and multi-rater assessments completed not just by one’s direct manager, but also peers, direct reports, and other executives (Tichy, 1997). Getting varied perspectives strengthens the evaluation process.

Developing High-Potentials

Once identified, organizations must commit to developing high-potentials through continued learning, coaching, and challenging assignments. A holistic development strategy is needed to nurture talent over the long run.

Provide Formal Training and Education

Invest in leadership and professional development programs to help high-potentials grow their skills and mindsets. Rotations, mentoring, and action learning projects allow them to apply concepts and get feedback.

Studies show formal leadership development programs clearly improve competencies like strategic thinking, communication, and influencing skills when combined with experiential learning (Day, 2000). Classroom and on-the-job experiences are both important.

At General Electric, emerging leaders attend leadership simulation workshops to practice managing ambiguity and gain exposure to GE’s business environments through rotational assignments (Tichy & Cardwell, 2004). A blended approach to development is used.

Strengthen Self-Awareness and Agility

Use 360-degree feedback, assessments, and coaching to help individuals understand their strengths as well as growth areas. Emphasize continuous self-improvement and adapting to change - key skills for future leadership roles.

At Apple, high-potential employees work closely with executive coaches who provide regular feedback to increase self-awareness and guide development (Isaacson, 2011). Regular coaching keeps individuals progressing.

Enable Impactful Job Experiences

Provide stretch assignments, special projects, and acting roles to apply skills in new contexts. Seek roles requiring cross-functional collaboration and exposure to senior leaders whenever possible.

Developmental job experiences are directly linked to leadership promotion rates according to research on over 1,000 managers (McCall et al., 1988). Stretch challenges build broader experiences and networks that set people up for greater influence down the line.

At Procter & Gamble, high-potentials rotate through different jobs, regions, and functions over the course of their careers to develop diverse expertise applicable to general management roles (Charan et al., 2001). Job mobility is key to nurturing leadership agility.

Sponsoring Future Leaders

In addition to formal development activities, emerging leaders need champions to advocate for them and provide career coaching. This helps retain and advance top talent.

Assign Internal Sponsors

Pair high-potentials with senior mentors who understand departmental politics and can coach them on navigating organizational dynamics. Sponsors promote protégés internally for stretch roles and help surface them for consideration earlier in their careers.

Having executive sponsors is one of the strongest predictors of leaders advancing to senior roles according to research by the Center for Creative Leadership (Rothwell, 2010). Internal advocates are invaluable for emerging talent.

At Johnson & Johnson, a formal sponsorship program actively links high-potential managers to cross-functional executive mentors who coach them and help place them in developmental assignments (Tichy & Cardwell, 2004). Sponsors pave the way.

Ensure Ongoing Engagement

Check in regularly to gauge satisfaction levels and career interests. Keep challenges compelling through new assignments and responsibilities. Recognize contributions to retain emerging leaders, especially female and minority talent more likely to move elsewhere if not actively sponsored (Hewlett & Rashid, 2017).

At Hyatt, high-potential talent reviews involve discussion of career goals and placement in open roles as they arise. Exit interviews also provide insights into retaining top performers in the pipeline (Hyatt, 2021). Staying proactively engaged is key.

Continuous Evaluation and Recalibration

Even the best identification and development efforts require ongoing evaluation and refinement based on measuring results and adjusting approaches over time.

Track Promotion Rates and Progress

Gauge how many high-potentials are promoted or assume greater responsibilities within expected timeframes. When performance gaps emerge, re-examine development strategies and identify support needed.

Wells Fargo annually examines promotion rates and career trajectories of identified high-potential employees and adjusts development programming and resources accordingly to close existing gaps (Wells Fargo, 2019). Continuous tracking leads to improvements.

Solicit Regular Feedback

Through multi-rater assessments, interviews, and employee surveys, gather input on the perceived impact of leadership programs and quality of ongoing support from sponsors and managers. Make iterative changes based on voice of internal talent.

The effectiveness of any leadership development efforts must be continually improved through systematically gathering subjective experiences and data on issues like promotion rates, attrition, multi-rater scores and ROI according to best practices (Sparrow & Makram, 2015). A growth mindset leads to refinement over time.

Conclusion

Nurturing the next generation of leaders within your organization is vital yet complex work that requires intentional, long-term commitment across multiple fronts. By establishing a framework that thoughtfully identifies high-potential talent based on robust evaluation methods, provides engaging leadership experiences and coaching support, and ensures ongoing accountability through continuous review and recalibration, organizations can develop thriving internal talent pipelines. With this holistic, research-backed approach, your company will be well-positioned to equip emerging leaders with the capabilities to successfully steer your enterprise for years to come.

References

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2. Day, D. V. (2000). Leadership development: A review in context. Leadership Quarterly, 11(4), 581–613.

3. Hewlett, S. A., & Rashid, R. (2017). Athena factor 2.0: Accelerating female talent in science, engineering & technology. New York, NY: Center for Talent Innovation.

4. Hyatt. (2021, July 15). Hyatt CEO calls for an 'inclusive economy' to address inequality. Hyatt Newsroom.

5. Isaacson, W. (2011). Steve Jobs. New York: Simon & Schuster.

6. LinkedIn. (2022, February 22). Career development: Creating a culture of continuous learning. LinkedIn Talent Blog.

7. McCall, M. W., Lombardo, M. M., & Morrison, A. M. (1988). The lessons of experience: How successful executives develop on the job. Lexington, MA: Lexington Books.

8. Rothwell, W. J. (2010). Effective succession planning: Ensuring leadership continuity and building talent from within (4th ed.). New York, NY: American Management Association.

9. Silzer, R., & Church, A. H. (2009). The pearls and perils of identifying potential. Industrial and Organizational Psychology, 2(4), 377-412.

10. Sparrow, P., & Makram, H. (2015). Strategic HRM: Building the employee contribution. Harlow, UK: Pearson Education.

11. Tichy, N. M. (1997). The leadership engine: How winning companies build leaders at every level. New York: HarperCollins.

12. Tichy, N. M., & Cardwell, N. (2004). The cycle of leadership: How great leaders teach their companies to win. New York: HarperBusiness.

13. Unilever. (2021, December 15). Unilever Future Leaders Programme strengthens pipeline of diverse talent. Unilever News.

14. Wells Fargo. (2019). Building a diverse pipeline: Developing diverse talent from within [White paper].

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Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.

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Suggested Citation: Westover, J. H. (2026). Developing the Leaders of Tomorrow: A Framework for Nurturing Talent Within Your Organization. Human Capital Leadership Review, 21(2). doi.org/10.70175/hclreview.2020.21.2.6