High Flyers: Developing the Next Generation of Leaders
Book Author: Morgan W. McCall, Jr.
MDA Reviewer: Sarah Murphy, Ph.D.
This book is fascinating reading for individuals in leadership, management, or human resources positions. The author provides several descriptions of situations in which previously successful executives have failed. Successful leaders are not born; they have a combination of talent, experience, luck, and fit with their position. McCall asserts that leadership can be learned through specific direct, on-the-job experiences. No single set of attributes defines a successful leader as different positions require distinctly different skills.
The author stresses that an individual’s effectiveness may wax and wane over time and is often connected to the level of consistency between their individual attributes and the specific skills required by the position. We support this belief at MDA. In fact, the very strengths that led to the person’s earlier success and selection for a higher level position, such as brilliance, charm, early success, or dedication, may be the attributes that ultimately derail them. This makes selection and professional development more challenging as every strength can be a liability.
There is both an individual and organizational component to an executive’s success and effectiveness in a given position. The individual must have the knowledge and skills required for the position and the organization must take an active role in assessing the match between the profile of the individual’s strengths with the demands of the position. I believe these statements ring true and underscore the need to conduct a focused, individualized assessment of both the candidate and the position. Selection decisions cannot be based solely on a perceived universal set of attributes that one assumes will lead to success in any role.
I found that, while the authors advocate for a progressive combination of developmental experiences (such as leading a turnaround or early general management experience) this section of the book was the least helpful, as the experiences described are somewhat vague.
More useful is chapter five, the core of the book, which defines the eleven dimensions of early identification of global executives. The dimensions seem to fall into cognitive, emotional, and interpersonal areas. The emphasis is far more on the person’s curiosity, openness to new learning, feedback and experience, and personal integrity than on technical knowledge or specific experience. Translated, it means that systemic and analytic thinking and an ethic of continuous learning are important, rather than “brilliance.” Strong interpersonal and communication skills are emphasized over charm and charisma. This has significant implications for the selection and professional development of executives.
This is a book that I often recommend to clients and believe it’s an all around, solid leadership book that emphasizes a developmental perspective on professional development, rather than a “survival of the fittest” approach. Definitely, it’s worthwhile reading.