have the opportunity to build a rapport with this group of people.
This is as important as the classes themselves.” A COO we met
with talked about similar experiences and opportunities at her
company through leadership development classes that expose high
potentials to their peers as well as senior executives.
These social networks provide the right platform for each of
these little ideas that make for a great leadership culture. The
challenge, however, as every executive that we met with reiterated,
is striking the right balance that incorporates each of these in
combination.
ConclusionThe way in which these leaders have institutionalized these five
clusters of little ideas is what has made them effective. This is not
about just going through the motions and checking items off a list.
It is about a much deeper, almost innate sense and belief in what
these actions stand for and how they follow through on their
promises and responsibilities. Through their strong belief and sup-
port of developing great leaders, the executives that we spoke with
have ensured that their organizations will have a legacy of devel-
oping and encouraging the growth of great leaders long after they’re
gone. They have ingrained these processes and mind-sets into the
next generation, ensuring that this leadership culture will continue
indefinitely.
Lauren A. Cantlonis a research consultant in the Talent and Orga-
nization Consulting Group at Hewitt Associates’ Connecticut Cen-
ter. Recent projects have included research in the areas of top
companies for leaders, HR executives as trusted advisers, and the peo-
ple practices of top financially performing companies. Prior to joining
the Talent and Organization Consulting Group, Cantlon worked in
Hewitt’s internal human resource function as a staffing consultant.
Contact: [email protected]; http://www.hewitt.com206 LEADINGORGANIZATIONALLEARNING