Personnel Today
  • Home
    • All PT content
  • Email sign-up
  • Topics
    • HR Practice
    • Employee relations
    • Learning & training
    • Pay & benefits
    • Wellbeing
    • Recruitment & retention
    • HR strategy
    • HR Tech
    • The HR profession
    • Global
    • All HR topics
  • Legal
    • Case law
    • Commentary
    • Flexible working
    • Legal timetable
    • Maternity & paternity
    • Shared parental leave
    • Redundancy
    • TUPE
    • Disciplinary and grievances
    • Employer’s guides
  • AWARDS
    • Personnel Today Awards
    • The RAD Awards
  • Jobs
    • Find a job
    • Jobs by email
    • Careers advice
    • Post a job
  • Brightmine
    • Learn more
    • Products
    • Free trial
    • Request a quote
  • Webinars
  • Advertise
  • OHW+

Personnel Today

Register
Log in
Personnel Today
  • Home
    • All PT content
  • Email sign-up
  • Topics
    • HR Practice
    • Employee relations
    • Learning & training
    • Pay & benefits
    • Wellbeing
    • Recruitment & retention
    • HR strategy
    • HR Tech
    • The HR profession
    • Global
    • All HR topics
  • Legal
    • Case law
    • Commentary
    • Flexible working
    • Legal timetable
    • Maternity & paternity
    • Shared parental leave
    • Redundancy
    • TUPE
    • Disciplinary and grievances
    • Employer’s guides
  • AWARDS
    • Personnel Today Awards
    • The RAD Awards
  • Jobs
    • Find a job
    • Jobs by email
    • Careers advice
    • Post a job
  • Brightmine
    • Learn more
    • Products
    • Free trial
    • Request a quote
  • Webinars
  • Advertise
  • OHW+

Latest NewsLeadershipLeadership trainingTalent management

How to grow leaders fast without risking burnout

by Jo Faragher 2 Jul 2018
by Jo Faragher 2 Jul 2018

Faced with growing uncertainty and rapid change, organisations need to develop leadership capabilities at speed. But that does not come without risk. Jo Faragher spoke to leadership expert Ines Wichert about her new book and how businesses can support leaders to grow without overstretching them. 

Leadership development

Leadership development: Good practice manual

Podcast: Leadership development – delivering a successful programme

Ines Wichert argues that those buzzwords we keep hearing, from digital disruption to VUCA (volatility, uncertainty, complexity and ambiguity), are no longer the stuff of futuristic TED talks.

These concepts have become the reality for most organisations. “This is not hype anymore, this is happening right now,” she says. “And we need to prepare leaders to face constant change.”

In her new book, Accelerated Leadership Development: How to turn your top talent into leaders, she builds a picture of how organisations can accelerate development for a new generation of millennial leaders through a combination of well thought-out role progression and learning and mentoring support. Her research, outlined in the book, suggests that organisations can reduce the time taken from graduate entry to director level by 25% to 30%, or graduate to C-suite in 14 years instead of an average of 20.

Contrary to many of the assumptions made about millennial workers – that they’re entitled, lazy, and lack the necessary workplace skills to survive in a fast-changing corporate environment – Wichert believes that there’s never been a better opportunity to push leadership skills further down the organisation.

“These people have ambition, confidence, but also seek clarity and want to be heard,” she explains. “When they want to have a go at leadership, it’s because they want to make an impact rather than they seek status. And they’re not prepared to tread water for too long until it’s time for the next stage.

Against this backdrop, Wichert argues that organisations need to develop well-rounded leaders faster than ever before, and millennials that are hungry for development offer a neat solution.

“Accelerated leadership can bring these two worlds together quite nicely. Millennials are pushing organisations to progress and move at a faster pace, and we need people who are agile,” she says.

This new cohort of leaders, adds Wichert, must acquire a range of leadership capabilities – from emotional intelligence and good communication skills, through to the ability to reflect and collaborate with others.

Organisations can offer formal development programmes to help build these capabilities, but also consider how roles are set up to stretch leaders and provide learning experiences that will take them to the next step in their career.

Taking it all in

There is a word of caution, however. Wichert advises businesses not to “accelerate leadership development for the sake of it”.

She adds: “With acceleration comes a certain level of risk. It should be a case of moving from one ‘stretch’ role to another, pushing people outside of their comfort zone. At the same time, employees should be able to extract learning from each situation.”

For this reason she advocates a “3 x 3” model, whereby employees move across the organisation in three-year intervals or thereabouts. A year to get to know the role, a second year to push it forward, and another to prepare for the next challenge. More junior employees may be likely to move around sooner and more senior staff at a slower pace; the key is to consolidate what employees are learning at each stage in their career.

Going too fast can risk incomplete learning and even burnout, she says. “There is definitely a tipping point where this can risk burnout, where new leaders have to draw on their resilience constantly and it runs out.

“Organisations can support this by encouraging mindful or reflective learning, for example through regular reviews to check people are on track, or looking at a temporary move to an alternative role, an acceptable plan B.”

Stepping back

And while it’s important to show employees visible career progression through the organisation to leadership level, it should also foster a culture where it’s acceptable to “come off the track” for a while and get back on later.

Wichert adds: “Organisations need to create an environment where it’s OK to step back for a year or whatever to consolidate. Otherwise it can be difficult for someone if they feel like they can’t – and they could end up leaving.”

On a practical level, the best way to accelerate the path to leadership is to ensure it is visible. “You can’t handhold every employee through every role and onto their next, but you can make roles more visible, have internal job boards, earmark certain roles for development,” she says.

With acceleration comes a certain level of risk. It should be a case of moving from one ‘stretch’ role to another, pushing people outside of their comfort zone.” – Ines Wichert

“Think about how you make roles available to people – on the job learning makes for effective learning opportunities. Potential leaders need to see that if they want to chart their own career there are examples, there’s a forum they can network in, for example, or that there’s an internal job market.”

Rounded skills

Many organisations choose to offer leadership programmes at two key points: to promising graduates and to middle management where they need to boost their skills before moving further up the ladder.

Graduate-level leadership training is of benefit even if employees don’t use their learning immediately, argues Wichert.

“Where employees have been rotated at start but then don’t do much with that straight away, it’s still of benefit because they have that agile outlook and will move up higher and faster,” she says. “They have that global thinking, and they’re flexible because they’ve had to adapt, they’ve done lots of different things early on so they’re agile.”

It’s also crucial to support current and future leaders to learn from failure. Wichert adds: “If someone moves from one role to the next and does not see the impact of what we’ve done, they may fail at some stage and not have the support network to help. Also, more senior people who are used to seeing that person succeed may react badly.”

The same goes for their team-building skills. Building leadership potential at an earlier stage and offering more frequent opportunities to lead projects and teams is positive, but rounded leaders must understand the impact of their actions on other people.

Sign up to our weekly round-up of HR news and guidance

Receive the Personnel Today Direct e-newsletter every Wednesday

OptOut
This field is for validation purposes and should be left unchanged.

Accelerated Leadership Development: How to turn your top talent into leaders is published on 3 July 2018 by Kogan Page.

“We’re looking for roundedness ultimately, people skills, not just the technical stuff,” she concludes. Again, they need to be able to learn the value of building strong teams. “Move around too much, and you don’t get to see the rewards.”

Jo Faragher

Jo Faragher has been an employment and business journalist for 20 years. She regularly contributes to Personnel Today and writes features for a number of national business and membership magazines. Jo is also the author of 'Good Work, Great Technology', published in 2022 by Clink Street Publishing, charting the relationship between effective workplace technology and productive and happy employees. She won the Willis Towers Watson HR journalist of the year award in 2015 and has been highly commended twice.

previous post
One in four delay seeking help for mental health because of misconceptions
next post
OH practitioners question NHS England plan to limit range of surgical procedures

1 comment

Chelsea Lewis 26 Jul 2018 - 10:46 am

Awesome post. It is indeed crucial to ensure that a leader grows as fast as possible without being worn down by stress. A healthy working environment must be established in order to do this.

Comments are closed.

You may also like

How to build a culture that empowers neurodivergent...

14 Apr 2025

Gen Z and ‘conscious unbossing’: how can HR...

7 Apr 2025

Self-Leadership: The Key to Successful Organisations

18 Mar 2025

Focus on soft skills, leadership and GenAI expected...

14 Nov 2024

Leadership development top HR priority for third consecutive...

15 Oct 2024

New policies needed if UK is to close...

14 Jun 2024

Half of UK employees want a career change

17 May 2024

Why leadership development needs nuance

30 Apr 2024

Better training the key to tackling manager burnout,...

28 Mar 2024

Four learning and development trends for 2024

6 Feb 2024

  • 2025 Employee Communications Report PROMOTED | HR and leadership...Read more
  • The Majority of Employees Have Their Eyes on Their Next Move PROMOTED | A staggering 65%...Read more
  • Prioritising performance management: Strategies for success (webinar) WEBINAR | In today’s fast-paced...Read more
  • Self-Leadership: The Key to Successful Organisations PROMOTED | Eletive is helping businesses...Read more
  • Retaining Female Talent: Four Ways to Reduce Workplace Drop Out PROMOTED | International Women’s Day...Read more

Personnel Today Jobs
 

Search Jobs

PERSONNEL TODAY

About us
Contact us
Browse all HR topics
Email newsletters
Content feeds
Cookies policy
Privacy policy
Terms and conditions

JOBS

Personnel Today Jobs
Post a job
Why advertise with us?

EVENTS & PRODUCTS

The Personnel Today Awards
The RAD Awards
Employee Benefits
Forum for Expatriate Management
OHW+
Whatmedia

ADVERTISING & PR

Advertising opportunities
Features list 2025

  • Facebook
  • Twitter
  • Instagram
  • Linkedin


© 2011 - 2025 DVV Media International Ltd

Personnel Today
  • Home
    • All PT content
  • Email sign-up
  • Topics
    • HR Practice
    • Employee relations
    • Learning & training
    • Pay & benefits
    • Wellbeing
    • Recruitment & retention
    • HR strategy
    • HR Tech
    • The HR profession
    • Global
    • All HR topics
  • Legal
    • Case law
    • Commentary
    • Flexible working
    • Legal timetable
    • Maternity & paternity
    • Shared parental leave
    • Redundancy
    • TUPE
    • Disciplinary and grievances
    • Employer’s guides
  • AWARDS
    • Personnel Today Awards
    • The RAD Awards
  • Jobs
    • Find a job
    • Jobs by email
    • Careers advice
    • Post a job
  • Brightmine
    • Learn more
    • Products
    • Free trial
    • Request a quote
  • Webinars
  • Advertise
  • OHW+