1. Align to Strategy, Values, and Business Goals
2. Integrate the Development Architecture
3. Set Clear Expectations for Leaders at All Levels
4. Make the Leadership Strategy and Pipeline a Priority

Levels
The leadership pipeline in most organisations is divided into various levels such as first-line, mid-level, and high-potential/senior leaders etc. The leadership and development efforts are applied based on the skills and experience of the leaders belonging to these levels.  Different approaches are applied to strengthen the leadership skills of the first-line, mid-level and senior leaders. The first-line leaders require the most amount of development support so that they can handle the responsibilities and the pressure associated with their positions. 

Focus
Our vast experience reveals that development of leaders at all levels in organisations should focus on specific areas to drive effectiveness, agility, and strategy execution now and in the future. In order to be highly effective, the leadership development projects should focus on these 4 areas:

1. Personal Mastery - the leaders at different levels should master their skills, and have a fair idea of their weaknesses. They should be motivated to enhance their skills, and acquire all the new or additional skills required to execute their responsibilities as a leader.

2. Direction and Alignment - leaders must continuously stay in front of changes in the business environment, setting direction and quickly aligning the organisation with that direction.  They should be flexible enough to meet the challenges of the business.

3. Commitment and Capability - the leaders should be shown how important their commitment to their role is in adding to the success of the organisation, and that a good leader is actively involved with the coaching, teaching and growth opportunity creation of the employees.

4. Execution and Performance - The leadership development efforts in an organisation should also focus on teaching the leaders how to execute their duties and perform as required, in order to help the organisation in meeting its business goals.

Snippet from our Point Of View Paper 

Think about this, If your organisation is anything like the average company, you turn over roughly one-quarter of management positions each year. One leader can be costly, given that about 50 percent of replacements fail within 18 months and, among senior ranks, the cost of this failure to the organisation can exceed 20 times salary. Now think about that cost being multiplied by your annual churn rate for managers, one hundred, five hundred, even a thousand.

For the full paper please Download it here