English Whitepapers

Define Leadership

Cornerstone HR Software Case Studies

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How can organizations define great leadership? By first defining needed skills Continuous disruption is defining the 21st century, from rapid advances in technology to political unrest to pandemics. For organizations, building a strong leadership bench continues to be a crucial strategy in not only surviving but thriving amid current and future disruptions. This brief is first in a series of three created to help organizations define and develop strong, agile leaders. Leadership | Define If there's one thing the ongoing disruption of the 21st century has illuminated, it's that the definition of a "good leader" is not static. The qualities and skills needed to guide an organization through a month- long merger or acquisition are different than those needed to respond quickly to a rapidly evolving global pandemic. But in the absence of a static, "one-size-fits-all" definition, how can organizations effectively develop future leaders? As an executive responsible for leadership, development and succession planning in large organizations, Steve Dobberowsky, Cornerstone's Senior Principal in Thought Leadership and Advisory Services, recommends predicting organizational needs first. To get started, Dobberowsky suggests focusing on "defining" leadership before "developing" leaders. Organizations can begin by: • Building a bench or talent pool around skills • Developing leaders at all levels of the organization • Turning managers into coaches • Revisiting and refining your definition over time " A lot of times when we talk about good leaders in an organization, we define what is good in the now. In terms of future-proofing, we have to start anticipating what kind of skills will benefit the organization later. Then we can prioritize those skills in building the leadership bench." STEVE DOBBEROWSKY Senior Principal in Thought Leadership and Advisory Services, Cornerstone

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