All leaders have to make a lot of choices when it comes to how to invest their human resource dollars. We are often asked by potential clients who they should be targeting in their organization when it comes to investing in development. Most lean towards thinking they should invest in people that hold the top 'titled' positions or the people they already see as their top talent.
It is very common to have your 'go to' people. The ones you rely on to get things done. The ones you can trust to go the extra mile. It is also very easy to unintentionally burn out this top talent while under-utilizing others. This can leave the organization very vulnerable if the 'go to' people can no longer handle the load and there is no one to step into their shoes. So how do you decide who is a good candidate for development and coaching?
This article voices the trending concerns of business leaders today,
"Many CEOs also say they regret leaving adequate performers in key positions and failing to realize the full potential of their roles. The best CEOs think systematically about their people: which roles they play, what they can achieve, and how the company should operate to increase people’s impact."
It went on to identify where to look at the 'value creating' roles...
"Of the 50 most value-creating roles in any given organization, only 10 percent normally report to the CEO directly. Sixty percent are two levels below, and 20 percent sit farther down."
So when we are asked who might be a good candidate for coaching the answer is there are many levels in an organization where coaching is creating a lot of value, from front line supervisors to CEO's.
What can you do decrease your risk and increase the ROI potential of your investment?
1. First, do an analysis. Look beyond job titles and identify the roles that have a significant impact on getting your product or service to customers.
2. Look at the people that currently occupy those roles. Are they top performers? Is their talent being over- or under-utilized? Do they have someone underneath them that is being developed to take their place?
3. Do you have a few people at each level that are identified and interested in developing their skills and talents and stepping up to the next level?
Our belief is that there is no 'wrong level' at which to offer coaching. Coaching is proven to help individuals develop faster as they take new concepts and tools and put them into practice immediately. Having people at every level in the organization that are eager to do this creates high value in the long term.