Lack of Future Leaders a Cause for Concern for Many Organizations

For the third year in a row, lack of high-potential leaders was the most pressing concern for U.S. HR executives, 32% of whom put it at the top of their list of challenges to be faced in 2013, according to new research we conducted at Right Management.


Right Management continues to invest in thought leadership to keep a pulse on the heart of issues and challenges faced by senior leaders and human resource professionals around the globe. Our latest body of research titled “Talent Management Challenges in an Era of Uncertainty” surveyed of more than 2,000 senior human resource executives in 14 countries.


We learned that globally, lack of future leaders was also cited as the foremost concern by an average of 25% of employers, evidence that a lack of high potentials is a widespread concern in leading industrialized nations. View the Infographic.


What do you expect to be the most pressing HR challenge faced by your organization in 2013?
(U.S. respondents)                                                                                                                                                                                                                        






Lack of high-potential leaders in the organization.




Shortage of talent at all levels.




Low engagement and lagging productivity.




Loss of top talent to other organizations.






With respect to individual countries, the perceived lack of high-potential leaders appears most acute in Canada, China, India, Norway, Germany, United Kingdom and Japan.


The year-to-year consistency in our findings tells us that future leadership or lack thereof is top of mind for organizations nearly everywhere. According to our data, companies are focused on talent as never before. It’s no surprise that organizations are now investing in growing their talent as development initiatives have now become a high priority.


Tomorrow’s leaders will be visionary Human Age leaders, developing new skills making them better able to navigate through the complexity of contemporary situations both within the world of business and in terms of managing people and teams. They will become curators of information and coaches for their teams, possessing opposing skill sets; strategic yet tactical, conceptual yet action-oriented; having the ability to anticipate and react; and always pushing the boundaries of what’s next.


Where businesses employed individuals for the role they are currently performing, looking ahead, the best leaders will train individuals for the role they will likely take in the future — and increase their engagement by helping them understand the role they play in an organization’s success. Investing in leadership talent is one of the most strategic efforts companies can make in what we are calling the Human Age of business.


Companies need to invest in leadership development that creates organizational capacity through grooming of the most promising talent. This means translating business challenges into leadership behaviors, providing leaders with coaching, and succession planning based on an organization’s strategy, corporate culture and values.


What’s the most effective technique you deploy in your organization to develop future leaders?



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