Issue link: https://www.e-digitaleditions.com/i/508347
May/June 2015 11 tify who you're going to spend the time to grow and/or start thinking about how you're going to supplement some of the required capabilities and positions by recruiting from the outside. "That's one of the top responsibili- ties of a CEO. They should be heavily involved in determining the skills that the people on their team need, and mak- ing sure they get them." We see many companies put more effort and attention into the planning process than they do into the development process. – Executive Coach Marshall Goldsmith Steve Maahs, the president of Alto- Shaam, is Bill Hayden's kind of leader— and he's not just saying that because Maahs is the owner of the Menomonee Falls, Wis.-based, manufacturer. There's a genuine sense of respect there, much of which stems from the fact that Maahs is "a giver" and invests heavily in his people through programs like gainshar- ing and an extensive pipeline of growth for business owners intent on naming another family member as a successor. "Start by defining the leadership skills you most need to take your company to the next level, keeping in mind the changing market dynamics," she says. "Then you can begin to assess which of those skills your family member pos- sesses, and which would be the hardest to develop. Then expand your plan to supplement. For example, if your family member is very good at marketing and external relationship building, but not a rock star in Operations, you would groom them for the CEO role, and groom another candidate for the COO role to supplement the team." The same applies to other members on the management team. Everyone's abilities should be evaluated and bench- marked against the competencies need- ed to carry out short- and long-term organizational strategy, according to a best practice in the IED and Stanford study. "Next, take stock of your talent," says Saslow. "Do you have people that can meet those requirements or rise to the occasion with training? Lastly, iden- opportunities. "He reminds me of one of my old mentors," says Hayden, the manufac- turer's director of organizational devel- opment and training. "When I left law enforcement, I went to a company called Lamplight Farms and the owner took me under his wing. He taught me so much about business and he was such a com- munity person. He cared about every single individual in the organization and that's what I see in Steve." Hayden—a firm believer in the prin- ciple "share everything"—is also a giver of sorts, something he insists is key in growing leaders. "I love developing peo- ple," he says, "and I've always tried to give them everything that I've learned throughout my career. That's definite- ly what we're working toward, giving everything to help our people become great leaders." Let's just say there's a lot of kindred spiritdom going on among the manage- ment team at Alto-Shaam, thanks to a mix of savvy culture building and a deliber- Building Your Own Competency Model By Karin Hurt When identifying future leaders, it's important to start by identifying the competencies you'll need to lead your com- pany into the future. If you haven't yet done this, here's an easy process to get started. 1. Gather a group of people holding a similar role or function. You can have them work on their own role, or the role of the people they supervise. 2. Provide each participant with five index cards. Ask each person to envision the highest performers in the role and privately write down their thoughts on the following, putting one competency on each card: What skills are most central to their success? Considering where the organization is heading in the next three years, what skills will be most vital in this role? 3. If a formal model exists, invite participants to update their cards if desired. Consider the following questions: Which of the competencies listed feel most relevant to the role today? Which are vital toward accomplishing your goals for the future? What's missing? Which of these competencies has the biggest impact on actual results? 4. Have each participant share their competency deck. Prioritize, discuss and debate the ones you most agree to. Refine the words into easy to understand language that feels real and actionable to the team. Have the team pick their five favorites. 5. The next steps are limitless. Some possibilities include turning the tool into a self-assessment or having each team member pick one competency they really want to work on this year and create an action plan around it. About the Author Karin Hurt is a keynote speaker, leadership consultant, and MBA professor. Recently, she was named on Inc's list of 100 Great Leadership Speakers. For more information, visit her website letsgrowleaders.com. continued on page 28