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Aspiring leaders beware: Values cannot be taught

Toronto, Ont. – March 11, 2008 – Successful on-the-job-performance no longer means an individual should or will be promoted a panel of Canadian Human Resources executives told a conference audience recently.

“Performance does not equal promotability. They are not the same thing,” said Anna Cvecich, Vice President, Human Resources, General Electric Canada.

Cvecich, one of four senior Human Resources executives speaking at the Verity International Corporate Briefing Series, reminded the business audience that while leadership skills can be taught, personal values cannot.

“Leadership development needs to be a core skill for organizations as budgeting is, for example. Beyond being outstanding performers, leaders must possess key values that are differentiators when it comes to moving ahead in an organization. Consequently, it is critical that organizations have a leadership development program that combines core skills and value attributes,” she said.

Robert Kolida, Senior Vice President, Human Resources, Hudson’s Bay Company, emphasized the need for candor when discussing an individual’s leadership potential.

“If an employee does not offer the required values, then candor is the best policy. Be up front and honest about it. Not everyone is fit for leadership, but these people can still play important roles in the organization, especially if they have special skills or expertise,” Kolida said.

Anne Berend, Vice President, Human Resources, IBM Canada, cautioned the audience to be careful what you wish for when it comes to leadership opportunities.

“Executive leadership often looks rosy for some people, especially younger employees. But it is important to remind them they should be careful what they wish for. Few of them have a realistic view of the responsibilities that come with executive roles,” she said.

Marianne Hasold-Schilter, Senior Vice President, Top Talent and Leadership, Scotiabank, said organizations, themselves, should be careful not to make presumptions about employees’ aspirations.

“Organizations should not assume that everyone aspires to leadership roles. Nor should they assume that an employee’s aspirations never change. Ongoing discussions and candor between the employee and their manager are essential parts of identifying and developing future leaders,” she said.

The four panelists agreed on some basic principles for successful leadership development including:

Leadership development needs to be a core organizational skill actively supported by executive management.
Leadership development programs cannot take a “one size fits all” approach.
Leadership development is the joint responsibility of the individual and the organization.
Admired leaders are credible, honest, forward-looking, inspiring and competent.

The Verity International Corporate Briefing Series deals with workplace and strategic Human Resources issues. Verity International is a Human Resources consulting firm specializing in three practice areas: Career Management & Transition, Executive Advisory Services and Talent & Organizational Consulting. The firm has three offices in the Greater Toronto Area, and is a founding member of Verity Filion Inc., a national partnership with offices in 12 cities across Canada.

Contact: Tiffany Goodlet 416-862-8422 or tgoodlet@verityintl.com

Updated March 13, 2008