[ad_1]
 |
| women leaders in IT |
During my time in the Philippines, my tenure at various companies averaged 2.3 years. In the US, the median employment duration has declined to 3.9 years, aligning with the trends of the Great Resignation. It seems I was ahead of the curve.
At that time, I had a solid reason for my frequent job changes. The arrival of automation in the country led to numerous opportunities, and I was consistently recruited to spearhead groundbreaking IT projects. Once one was completed, I was swiftly called upon for another.
As such, the demand for emerging leaders became a pressing need. Even in stable scenarios, organizations cannot afford interruptions due to leadership transitions.
An Anecdotal Perspective
Throughout my 32-year career, I was fortunate enough to mentor nine future leaders who were eager to learn from me, which is quite remarkable given my reputation for being “difficult.” Here are five of them:
1. Institute of Advanced Computer Technology
In my initial role as Marketing Manager at I/ACT, I was fortunate when two recent graduates from the University of the Philippines came to our office seeking jobs. They were hidden gems ready to shine.
One of them played a crucial role in launching the first Micro Expo, which introduced personal computers to the Philippines. Later, she led our operations in Hong Kong, and today, she is based in Malaysia at the helm of a prestigious Asian management consulting firm.
The other provided reliable support throughout her tenure. I later invited her to serve as my executive assistant at BayanTrade. After my departure, she was recruited as the VP for Human Resources by a member of our consortium.
2.
Development Academy of the Philippines
Upon joining the Development Academy, I found the staffing structure stable due to low turnover in government positions. I selected an executive assistant to work with me, and when a third business unit was set up, she was perfectly poised to lead it.
Later, I invited her to join me at MegaLink, where she continued to shine. When a bank CEO became the Chairperson of the Social Security System, he brought her along as VP of Management Services, where she advanced to Senior VP.
3.
MegaLink
At MegaLink, I established two business units: Operations and Business Development. I identified two individuals from my I/ACT days as potential leaders and observed who would emerge as my deputy.
During this period, many IT professionals left for opportunities abroad, and the head of Operations did the same. As I was appointed as Deputy Commissioner of the BIR, the leader of Business Development was primed to step up as General Manager.
4.
SAP Philippines
After my time at the BIR, I confronted challenges at SAP. Although the technical team performed well, the sales team struggled to effectively introduce the German ERP software to the market. I needed to recruit externally to fill this gap.
Despite not being a well-known name in the sales industry, one of my recruits quickly proved to be exceptional. She eventually became the Country Manager and later founded Third Pillar, a successful SAP Business Partner. After selling it to a major telecommunications conglomerate for a profit, she was retained as Chairman and CEO.
Insights on Identifying and Nurturing Future Leaders
Similar success stories can be highlighted for the other four leaders I mentored. From this extensive experience, I’ve developed the following insights:
1.
Employ Behavioral Assessments
I targeted individuals who displayed characteristics akin to my own as a leader while aiming to find those who lacked my weaknesses. Utilizing behavioral assessment tools helped me recognize adaptability, resilience, communication skills, and teamwork capabilities.
I supplemented my evaluations with the 360-Degree Feedback principle, gathering insights from peers, superiors, subordinates, and external stakeholders for a well-rounded perspective of an individual’s performance and potential.
2.
Engage Them Through Collaboration and Challenging Assignments
These individuals were eager to work alongside me toward excellence, similar to my own drive—settling for mediocrity was not an option for us. We collaborated extensively, opting for mentorship and coaching over formal leadership development programs.
I tasked them with projects that pushed them beyond their comfort zones, allowing them to cultivate new skills. They even had opportunities to engage with board members at MegaLink and BayanTrade.
3.
Cultivate Their Relationship with Leadership
This approach came from their insights into the process.
One described herself as a “boss-whisperer,” a colloquial term for someone who maintains a close, influential relationship with a leader. They act as trusted advisors, providing confidential assistance and operational support.
Another identified as a virtual chief of staff, a role typically responsible for overseeing operations, coordinating staff, and ensuring the leader’s office runs smoothly. Although I rarely had a formal chief of staff (except at the BIR), this is precisely how the “boss-whisperer” functioned.
By closely collaborating with me, these individuals gained profound insights into my objectives, challenges, and character, which enabled them to offer valuable advice that influenced my decisions and strategies. This collaboration became a springboard for them to assume leadership roles in the future.
However, it’s crucial to remember that while these positions can pave the way for advancement, they do not guarantee leadership roles. Properly identifying individuals with the right attributes from the outset lays the groundwork for them to realize their potential, making these roles a promising pathway to future leadership.
.
[ad_2]
