During Newberry Solutions’ webinar this month, Yana Melnikova at PepsiCo and I talked about the importance of opening up leadership development to more people, beyond high potentials and high performers.
But it’s not just about who you include; it’s also about the foundational leadership skills that you help them learn. This raises a vital question: To transform potential into performance, what skills should your leadership development program teach?
This question was top of mind for us as we developed our New Lens® learning platform. Based on years of experience working with top companies, we identified the biggest levers of high performance. In other words, these are the skills that we have consistently seen have the biggest impact on business results and increasing employee readiness for roles at the next level. One of those skills that often gets discussed but not ineffectively integrated into leadership development programs is building a powerful network.
Results and Relationships
Too many people put networking on the back burner or think of it as something to squeeze in outside of their “real work.” In fact, I would wager that there are employees at your organization who are talented and hardworking, but who are not considered future leaders because they keep their heads down and believe their work should speak for itself.
Of course, results are important. But leadership isn’t just about individual competencies; it’s also the ability to get things done with and through others. Especially as an employee moves up the leadership ranks, their effectiveness depends on their relationships — with their direct reports, with their boss, with higher-level leaders, with their peers and with colleagues in other departments. That’s why a great leadership development program must set the stage for relationship building.
Ways to Encourage Networking
So how can a leadership development program help your employees build a network that will help them both drive results and advance their careers? Here are a few ideas:
Teach networking strategies. Many people mistakenly believe that only extroverts can be good at networking. The reality, though, is that anyone can learn best practices that can help them get better at building relationships. For example, I always show my coaching clients how to identify the most critical relationships to success in their role, specific business goals or projects.
Incorporate mentorship and sponsorship. Mentors can serve as role models for leadership development program participants, providing advice and perspective to help them develop their skills and navigate challenging situations. Sponsors, on the other hand, have clout and yield considerable influence on key decision-makers. Sponsors also give program participants critical exposure to opportunities and visibility to other influential leaders, and advocate on their behalf. While employees can establish these relationships on their own, mentorships and sponsorships are more effective when they’re part of a formal program.
Utilize collaborative learning. One of the most overlooked but most impactful relationships are peer-to-peer. Integrate collaborative learning to foster employees sharing their knowledge and expertise, help each other navigate through challenging situations, and increase self-awareness. Combining collaborative learning with high-quality content can even further accelerate results. We’ve already seen the power of this with New Lens, which takes the power of bite-sized lessons on foundational leadership skills and then enables deeper discussion and learning with a cohort. Not only does this accelerate learning; it strengthens workplace relationships that have become harder to build or maintain in this world of hybrid work.
How is your organization helping employees build the relationships they need for success? If you would like to learn more about how New Lens can help build networking skills (or critical leadership skills necessary for every level), check out a preview of sample content and schedule a demo.
