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_aUlrich, Dave.
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_aBuilding a leadership brand.
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_aunmediated
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_aAbstract How do some firms produce a pipeline of consistently excellent managers? Instead of concentrating merely on strengthening the skills of individuals, these companies focus on building a broad organizational leadership capability. It's what Ulrich and Smallwood--cofounders of the RBL Group, a leadership development consultancy--call a leadership brand. Organizations with leadership brands take an outside-in approach to executive development. They begin with a clear statement of what they want to be known for by customers and then link it with a required set of management skills. The Lexus division of Toyota, for instance, translates its tagline--The pursuit of perfection--into an expectation that its leaders excel at managing quality processes. The slogan of Bon Secours Health System is Good help to those in need. It demands that its managers balance business skills with compassion and caring. The outside-in approach helps firms build a reputation for high-quality leaders whom customers trust to deliver on the company's promises. In examining 150 companies with strong leadership capabilities, the authors found that the organizations follow five strategies. First, make sure managers master the basics of leadership--for example, setting strategy and grooming talent. Second, ensure that leaders internalize customers' high expectations. Third, incorporate customer feedback into evaluations of executives. Fourth, invest in programs that help managers hone the right skills, by tapping customers to participate in such programs. Finally, track the success of efforts to build leadership bench strength over the long-term. The result is outstanding management that persists even when individual executives leave. In fact, companies with the strongest leadership brands often become leader feeders--firms that regularly graduate leaders who go on to head other companies.
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_aProduct management.;Marketing strategy.;Brand name products.;Leadership.
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_aSmallwood, Norm.
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_g85 (7-8) : Jul-Aug 2007. p. 92-100.
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_tHarvard Business Review
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