Page 0016


Christian Foerg

General Manager EMEA Region


Creating and retaining

great leaders through

continuous learning

In a world where there are many changes in

the workforce including the adoption of

technology within the workplace, managers

are challenged to keep up. According to

Deloitte human capital report 20181 business

leaders will see an increasing need to

manage workforce relationships beyond their

immediate enterprise: "37% of survey

respondents expected a rise in contractors,

33% foresaw an increase in freelancers, and

28% expected a growth in gig workers.

Organisations are finding ways to align their

culture and management practices with these

external talent segments."

Managers often need support in developing

coaching skills so that they can optimise on

the job coaching for their team, delegate

workload and develop the leaders of the

future. The key is to put in place processes

and protocols to ensure they are still

connected to what's happening within the

organisation and know what is important for

them to know. Additionally, it is important that

HR and L&D professionals provide

continuous coaching and feedback loops,

regular goal setting and ongoing leadership

development at all levels. It also shifts the

focus of performance reviews to be more

future-oriented and tied to the on-going

development of the employee.

High potential versus high performance

Clearly leaders at every level need

development to create a pipeline for top

leadership. To identify who is best suited to

leadership roles, organisations need to make

the distinction between a high potential and a

high performing employee. The temptation is

to recognise, reward and promote the current

high performers who are hitting sales targets,

for example. Yet, high potential employees

might be the leaders of the future capable of

effective decision making and leading and

motivating large numbers of employees. The

key difference is that, crucially, people with the

greatest ability to lead others may not be the

highest performers. It comes down to

understanding the difference between a high

potential versus a high performing employee.


Read more


  1. Page 0001
  2. Page 0002
  3. Page 0003
  4. Page 0004
  5. Page 0005
  6. Page 0006
  7. Page 0007
  8. Page 0008
  9. Page 0009
  10. Page 0010
  11. Page 0011
  12. Page 0012
  13. Page 0013
  14. Page 0014
  15. Page 0015
  16. Page 0016
  17. Page 0017
  18. Page 0018
  19. Page 0019
  20. Page 0020

Related Issues