In the firm's earlier days, architects met with clients, gathered all the project data, and passed down the information to job captains and drafters when necessary. Now, everybody involved in the project contributes, bringing questions or solutions to the table at weekly team meetings. Drafters and younger job captains or architects even taught the senior staff to use computer-aided drafting, which played a big role in increased productivity. Once employees take steps forward, managers and other co-workers should recognize and reward their contribution. Other workers will then under stand that they can make a difference as well, says Cecile Burzynski, executive vice president and chief operations officer for LeaderSource, an executive and management coaching firm in Minneapolis.
People enjoy being recognized.
Once companies recognize the value of their employees, some create a more formal plan to train future leaders. GE, for instance, has run leadership development programs for nearly 20 years. Every department has its own initiative. Employees rotate through various roles in their discipline, thereby accelerating their growth within the company. In twelve months they might have the equivalent of three to four years experience.