Identifying Tomorrows Most Effective Leaders Today

In today’s ever-changing world, leadership comes in many shapes and sizes. Some believe leaders must be clear, concise communicators, empathetic, pace-setting, and transformational. Others believe an effective leader offers up a variety of strategies, opinions, and solutions. However, at the heart of leadership, it’s about engaging, influencing, and guiding people toward a common mission. And while effective leadership is critical to organizational success, so is selecting and developing the right people.

Selecting the right leaders and training those employees to move into people management positions is the third of six stages in the employee journey. This process follows the complete lifecycle of employees during their tenure with an organization, from onboarding to offboarding. The employee journey digs deep into how HR and managers communicate to their team members at each stage, using data and personalization to drive that messaging.

Learning to Lead” focuses on identifying tomorrow’s most effective leaders today. And, ensuring they’re equipped with the right learning tools and resources to grow and succeed. 

Leaders Walking Together

Learning to Lead and the Key to Developing Effective Leaders

However, identifying the right leaders requires several considerations. For example, does the person have good judgment? Is he or she strategic? Can that person motivate others? 

So how do managers judge an employee’s skills and experiences, and what’s the best way to measure their potential? Enter: Evive’s Leadership Assessment Surveys.

Evive’s Leadership Assessment Surveys

Evive’s leadership assessment surveys aren’t your traditional pre-made employee surveys. Each strategically designed assessment provides leaders with valuable insight on whether their ambitious employee is ready to become a manager. By asking the right questions at the right time in the correct order, leaders and HR gain insight into whether or not an employee is ready to take on a leadership role. The surveys also evaluate whether current leaders are nurturing future leaders inside the organization. 

Let’s look at the different surveys.

The Future Leaders Assessment Survey

The Future Leaders Assessment Survey is designed for employees who have been in their current role for a significant amount of time and could be ready for a leadership position. The purpose is to determine interest and gauge whether employees feel supported moving to the next level. In addition, it asks a series of questions about taking on new responsibilities and working across the organization. Ideally, organizations should execute these surveys every six months.

Leader Self-Assessment Survey

The quarterly Leader Self-Assessment Survey is designed for employees in managerial positions. The goal is to help managers ensure they execute their managerial responsibilities, properly support their employees, and effectively manage up. Managers rank ten statements covering topics such as team check-ins, employee nurturing, career growth opportunities for team members, time spent getting to know employees personally, and use of resources designed to enhance their own management skills. The output identifies if the manager meets expectations in their [new] role or if they need support. 

Monthly Work Evaluations

The purpose of monthly work evaluations is to provide time for employees and managers to reflect on their work. It’s an effective tool that allows employees to pause and identify initiatives, such as projects, work wins, professional development resources, constructive feedback, and areas for growth. 

The employee evaluations help them better understand their expectations and improve communication and collaboration between leadership and employees. 

The questions in the employee evaluation are designed for individual employees to ask themselves. However, taking time to answer these questions also provides an opportunity to think about crucial discussion topics for performance reviews throughout the entire year rather than annually. 

Employees should share these responses with HR, who can then use their discretion to share the evaluations with managers. 

The manager evaluation asks questions managers must ask themselves. While there are similarities between the employee and manager survey questions, the evaluations do a thorough job identifying a disconnect between managers and their employees. 

The survey also makes it easy to identify which employees are management material. From there, you can create performance development plans that are measured and reviewed regularly.

Supporting Employee Development and Identifying Effective Leaders with Data

To support these plans and ensure future leaders are on the path to greatness, a data-driven communications platform can use data points from survey results to send personalized messages to employees, sharing development programs, virtual workshops, learning management system (LMS) courses, and cross-departmental training programs. The platform can determine if an employee has participated and engaged with these resources or needs additional support, mentoring, and/or coaching. 

To further support employee development, the platform can send timely, relevant follow-ups to team members about their performance reviews and track goals. And, because personalized rewards and recognition enhance performance and improve engagement, the same platform can distribute smart awards for employees completing a task. For managers wanting to personally recognize employees, the platform will also automate messaging that reminds them of employee milestones like birthdays and anniversaries. 

Are you ready to identify the next generation of effective leaders for your organization? Download Evive’s Employee Growth and Leadership toolkit.

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