{"id":3112,"date":"2009-05-28T18:56:10","date_gmt":"2009-05-28T18:56:10","guid":{"rendered":"http:\/\/www.hrresource.com\/articles\/view.php?article_id=1434"},"modified":"2009-05-28T18:56:10","modified_gmt":"2009-05-28T18:56:10","slug":"identifying-potential-leaders","status":"publish","type":"post","link":"https:\/\/squarehr.com\/index.php\/2009\/05\/28\/identifying-potential-leaders\/","title":{"rendered":"Identifying Potential Leaders"},"content":{"rendered":"

“The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it.” – Theodore Roosevelt… One of the most difficult (yet most fulfilling) tasks a leader faces is the task of developing new leaders in any organization. Sometimes it is difficult to find leaders willing to take this step because it seems like long and difficult work for an unknown outcome. In some ways, this is true. A leader may pour themselves into somebody else only to see that person wither and die as a leader – or the person may become an excellent leader only to take a job for another company. However, the long term benefit to an organization far outweighs the potential loss from leaders who later jump ship. In fact, if the development process is done correctly, it should make the persons’ loyalty to the company even stronger than it was before the development process began.
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