Discovery, Development and Deployment

Discovery, Development and Deployment
By Richard Green
NAPS Eastern Region Vice President

In my previous column, I shared with you the three Ds of raising the next generation of NAPS leaders. I want to stress how important it is to raise the next generation of NAPS leaders so the organization is prepared and ready for the future.

Raising the next generation of leaders is a noble concept, but that is not the end of the process. I have always been an admirer of how great organizations build their bench. We are a great organization that has the ability to not only build our bench, but also shepherd in the next generation of great leaders to leave NAPS well-positioned for the future. As the present leaders of NAPS, we must begin discovering, developing and deploying our bench players to become our future starters (leaders) of the team!

Organizations discover their next generation of leaders by using a combination of methods that assess potential, performance and leadership qualities. This includes evaluating candidates based on traits like adaptability, emotional intelligence, communication skills and a growth mindset. The next step involves development that includes preparation of the future leader.

Lastly is the deployment phase where leaders are sent out to do the work they are called to perform. Succession planning also is a key strategy, ensuring a pipeline of ready leaders for key roles. I would like to discuss strategies and tools I believe will help us build our future and become stronger in the process.

Discovering the Next Generation of Leaders

Use branch meetings and training to determine a future leader’s engagement and commitment to the organization. Are they asking insightful questions? Are they drawing in other people to your branch? Do other members look up to them? Are they making deposits into other members of the branch? Are they consistent in bringing out the best in people around them?

When they communicate, are they speaking with passion and authority on issues? Are people engaged? If “yes,” we are well on our way to discovering our next generation of leaders. That doesn’t mean they are fully developed, but show the capacity to grow into leaders to carry us forward.

Developing the Next Generation of Leaders

Observe how future leaders interact in various situations. Are they willing to consult with others in positions of authority to fight for our members? Are they willing to take initiative to help members solve problems? Are they willing to do advocacy work for members dealing with corrective action?

Are they willing to coach and mentor others to grow other members? Are they willing to be challenged to grow in their leadership capacity to make the branch better? Are they open to constructive feedback to grow their leadership abilities? Do they show a hunger to be the best they can be in their leadership role? If we can answer “yes” to these questions, we are well on our way to developing a future leader.

Deploying the Next Generation to Lead

Here comes the hard part for us as today’s leaders of the organization. Our succession plan is working and is well underway. We have created a pipeline of future leaders to carry the organization into the future. We have done the work. We have discovered the next generation of leaders.

We’ve coached, mentored and prepared them to lead. We developed and observed them doing the work of NAPS; they are ready and willing to lead. We have fostered a leadership culture and built and raised the next generation of leaders.

All the work is done! It is time to deploy the next generation and allow them to lead as we have prepared them to do. Our role changes from serving as leaders to being coaches and mentors. We become the confidant to whom our future leaders come for wisdom, advice and good counsel.

In this way, we will hand over the reins to the next generation that is flourishing and ready for the bright future ahead. I am excited about what this future can be. How about you?

Leading into the future!