Faisal Siddiqui

Leadership Brand According to Dave Ulrich and Norm Smallwood;

A leadership brand is a reputation for developing exceptional leaders who have unique talents that meet the expectations of customers and stakeholders. A company with a strong leadership brand inspires confidence that its leaders will consistently deliver on their promises.

Dave Ulrich and Norm Smallwood have outlined the following 5 principles for building a leadership brand:

Do leadership basics well Meet external stakeholder expectations Evaluate leaders from an external viewpoint Invest in leadership development Track success over the long term By following these steps, a company can build a reputation for having great leaders who meet the expectations of customers and other stakeholders.

5 Principles for Building Leadership Brand Here's a simple explanation of each principle:

Do the basics of leadership well: This means having a clear strategy and making sure that Leaders are well-trained and capable of doing their jobs effectively. This principle emphasizes the importance of doing the fundamental elements of leadership well, such as setting strategy, allocating resources, and grooming talent. For example, companies should ensure that their organizations have a clear purpose and mission, and that they have the right people in the right roles to achieve their goals. Meet external stakeholder expectations: The company needs to understand what customers, investors, and other stakeholders expect from them, and make sure that their leaders are meeting those expectations. For example, a company with a strong leadership brand might have a culture that prioritizes customer service, and its leaders are trained to provide high-quality service to customers. Evaluate leaders from an external viewpoint: This means looking at the company's leaders through the eyes of its customers, investors, and other stakeholders, and making sure they are doing an excellent job rather than just on internal metrics such as sales numbers. For example, a leader who is well-regarded by customers for their ability to solve problems might be more highly valued than a leader who is simply good at selling products. Invest in leadership development: Organizations should invest in training and development opportunities for their leaders, so that they can continuously improve their skills and better meet the needs of their customers and stakeholders. For example, a company might provide its leaders with training in customer service, leadership skills, and other areas that are important to their success. Track success over the long term: The company should track its success in building a strong leadership brand over time, and make changes as needed to continue to improve. For example, a company might survey its customers, employees, and other stakeholders on a regular basis to gather feedback on its leadership brand and identify areas for improvement. By following these principles, leaders and organizations can build a compelling reputation for exceptional leadership and create a positive impact in their communities.

Leadership Feeder Firms A leadership feeder firm is a company that has a reputation for producing and grooming top-performing leaders who go on to hold key positions in other organizations. This type of firm invests in leadership development programs, provides opportunities for employees to gain experience and skills, and focuses on developing a culture that nurtures leadership qualities.

Building a leadership feeder firm requires a long-term commitment to leadership development and a focus on creating a culture that supports and encourages employees to grow and develop their leadership skills.

This can be achieved through a combination of targeted training programs, mentorship and coaching opportunities, and by providing employees with experiences that challenge and stretch their abilities.

By consistently developing and supporting leaders within the company, a leadership feeder firm can establish itself as a trusted and respected source of top talent for other organizations.

Here are five examples of top leadership feeder firms:

McKinsey & Company - Consulting Goldman Sachs - Investment Banking Procter & Gamble - Consumer goods Boston Consulting Group - Consulting General Electric (GE) - Diversified conglomerate These firms have a reputation for developing high-quality leaders who go on to lead successful organizations in a variety of industries. They are known for their strong-training programs, opportunities for professional development, and rigorous selection processes that help identify and groom future leaders.

Why only a few organizations succeed in establishing leadership brands? According to Dave Ulrich and Norm Smallwood, many companies focus too much on developing individual leaders, rather than building a leadership culture that can sustain success over time. They believe that relying on a vanilla competency model to identify future leaders results in generic, uninspiring leaders who do not have a lasting impact on the company.

Instead, the authors suggest a focus on leadership, rather than leaders, which involves creating a culture that emphasizes the methods and practices that secure the ongoing success of the firm.

This approach will not only build strong leaders but also ensure that future leaders are developed as well. By focusing on leadership, companies can create a more resilient and adaptable organization that is better equipped to meet the challenges of the future.

For example, let's say a company, ABC Inc., is looking to find and develop its next CEO. The HR and succession planning teams use a competency model that identifies a set of generic traits, such as vision, direction, and energy, and then search for a candidate who fits this model.

The company finds a leader who possesses the required traits and makes him the CEO. However, after a few years, the company realizes that this leader is not having the desired impact on the company. The CEO is not able to inspire employees, implement new strategies, or meet the changing demands of the market.

In this scenario, the focus on developing an individual leader has not resulted in a strong leadership brand. The company was looking for a generic set of traits, rather than someone who could lead the company through challenges and create a lasting impact.

On the other hand, if the company had focused on building a leadership culture, it would have created a more resilient and adaptive organization. The company would have emphasized the methods and practices that secure the ongoing success of the firm, and in the process, also developed future leaders. This approach would have resulted in a stronger leadership brand and a more successful company in the long run.

Reference : Building a leadership brand by Dave Ulrich and Norm Smallwood

Note :

This article is based on the original research article as cited above published in Harvard Business Review magazine. The article is written as a part of the study assignment with the intent of simplifying the findings of the research for the understanding of students and HR practitioners.

Faisal Siddiqui

New Delhi, Delhi, India 12K followers 500+ connections

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