Article 07- Leadership Development and Succession Planning for Future Leaders

 

With today's VUCA environment, leadership development can no longer be reliant on classroom instruction or classic hierarchical succession planning. Greater demands for ethical governance, green ecology, and inclusive practices with the entry of Gen Z into the labor market require us to rethink future leader development. Future ready leadership, as I've learned from my MBA path, needs to be inclusive, purpose driven, and values driven, it also needs to be in line with organizational strategy and Environmental, Social, and Governance (ESG) objectives. This blog examines how succession planning and leadership development might be transformed by contemporary HRM techniques to address these changing challenges.

Traditional leadership development practices typically executive workshops, formal mentoring, or promotion by performance no longer adequately prepare leaders to thrive in the fast changing, globalized, and ethically complex business environment of today. Such practices do not address core leadership competencies such as cultural intelligence, emotional agility, digital savvy, and intentional stewardship, which are essential for leading cross border teams, climate focused stakeholders, and continually shifting technology.

To build future leaders, HRM professionals are embracing more holistic and dynamic models of learning such as the 70-20-10 Learning Model. First proposed by Lombardo and Eichinger (1996), the model breaks leadership development into three core dimensions

70% Experiential (On the JOB) Learning - Learning through challenging work projects, stretch assignments, cross    functional moves, and international exposure.

20% Social (Informal) Learning - Learning from peer networks, mentors, coaches, and reverse mentoring, especially effective in cross-generational leader development.

10% Formal Learning - Structured training through classroom instruction, e-learning modules, or executive development

The reason this model fits so well with future leadership development is that it emphasizes contextualized and continuous learning. It favors "learning in the flow of work," allowing potential leaders to develop critical thinking, ethical decision making, and cultural competence at work, rather than hoping for a promotion or formal schooling.

Furthermore, the social and experiential aspects of the model instill values alignment through peer pressure, real time feedback, and engagement in diversity, all the ingredients needed to create leaders who can navigate ESG commitments, DEI challenges, and stakeholder capitalism.

The Talent Pipeline Model designed by Charan, Drotter, and Noel (2011) is an in depth, systematic succession planning process in that it brings to light six significant transitions in leadership from leading self to leading the entire enterprise. At every level, the leaders must undergo a change of thinking, acting, and responsibility from executing tasks to assuming strategic responsibilities. But in forward looking organisations, this vertical model must evolve to encompass broader competencies in keeping with the changing global scenario. Each step must intentionally incorporate ESG considerations, intangile agility, agile thinking, and purpose driven decision making, so that leaders not just operate at an operational level of competence but are also moral grounded and socially aware. Here, leadership development is as much about sideways growth emotional intelligence, moral thinking, sense of global citizenship mind as it is about careers ascending the hierarchy. By integrating these elements, the talent pipeline transforms from a singular promotion path to a living, dynamic process of values driven development commensurate with the dynamism of leadership in the modern world.

Unilever's Future Leaders Programme (UFLP) is an innovative, integrated approach to leadership development that aligns organisational goals with global sustainability agendas. The UFLP is not a conventional programme that focuses on narrow, functional skills and performance metrics but one that aims to build purposeful, socially responsible leaders who are able to lead in multicultural, dynamic environments. The trainees undergo structured rotation placements in diverse markets and business operations, gaining precious hands on experience and developing skills in agility, flexibility, and cross cultural adaptability. The distinctive differentiator of the UFLP is the deep integration of ESG (Environmental, Social, and Governance) values that trainees engage actively in initiatives aimed at climate action, social justice, and sustainable innovation, with KPIs linked to ethics and environmental outcomes rather than just financial performance. Simultaneously, the program infuses diversity, equity, and inclusion (DEI) by actively recruiting from historically underrepresented groups and extending access to mentoring and inclusive career development opportunities. This ensures a pipeline of leaders with not just high performance but also with the values and diversity of the global communities they serve. With the UFLP, Unilever is not just building leaders to lead businesses but also crafting a new generation of leaders who prioritize sustainability, fairness, and global citizenship.

Gen Z, shaped by a world of intensifying technological revolution, environmental urgency, and omnipresent social involvement, is arriving to leadership with a radically different mindset, one rooted in purpose, authenticity, and impact rather than hierarchy or inherited power. This generation expects organisations to walk their talk when it comes to values such as sustainability, equity, and inclusion, and they're not afraid to confront or leave workplaces that don't live up to their moral standards. According to Deloitte's 2023 Global Gen Z and Millennial Survey, over 70% of Gen Z employees prefer to work for organisations that reflect their own values, reflecting a significant shift in how leadership is perceived and desired. Rather than waiting patiently, Gen Z wants to co-create leadership narratives, be included in decision making, and drive change from wherever they are. They are attracted to flat organisations, promote continuous feedback in place of outdated annual performance reviews, and thrive in hybrid, cross cultural teams facilitated by digital collaboration tools. These expectations challenge traditional HRM frameworks and nudge organisations to reframe succession planning and leadership development is not as a linear process, but as an inclusive, dynamic one that prepares young talent to lead with purpose, agility, and conscience from the earliest stages of their careers.

while the majority of organisations claim innovation and inclusion, a closer look discovers an underlying reluctance to endorse the younger generations at the pinnacle, still with an open question of whether they are yet ready to relinquish the reins to the next generation. Despite promotion of progressive leadership models, entrenched norms such as age based seniority, promotions based on tenure, and hierarchical succession persist, particularly in traditional industries or nations where deep respect for experience and authority is ingrained. Opposition tends to be from older managers who fear losing power or influence, and cultural biases against the credibility and readiness of younger professionals. In addition, the most promising Gen Z leaders don't have internal sponsors or advocates due to their alternative childhoods, tech-first approaches, or outspoken values. Meanwhile, overwhelming proof is on hand for the readiness and necessity for younger leadership. Gen Z has digital literacy, adaptable thinking, and a focus on sustainability, ethics, and inclusion, which are all critical to making sense of today's disruptive business world. Furthermore, cross-generational collaboration often yields diverse perspectives and drives innovation. In my own workplace, I’ve observed friction when younger employees propose agile, tech-driven solutions that clash with legacy systems and established mindsets illustrating that the barrier is not just technological but cultural and psychological. For organisations to thrive in the future, they must confront these biases and actively reimagine leadership pipelines that empower the next generation, not restrict them.

I now realize that formal authority and top down command are no longer necessary for effective leadership in the modern society. Rather, it is becoming more and more about influence, empathy, facilitation, and motivating heterogeneous teams to work toward common objectives. This insight has completely changed my perspective on what contemporary leadership development ought to include. Leadership development must promote emotional intelligence, inclusive communication, and a learning mentality rather than just technical proficiency or positional authority. Reverse mentoring is one of the most effective models I've come across. In this approach, younger staff members who are frequently more adept at new technologies, digital platforms, or social trends mentor senior leaders in exchange for knowledge of organizational strategy, stakeholder management, and long term thinking. This two way flow tears down hierarchical barriers and creates intergenerational respect. Institutionalized in leadership development, reverse mentoring not only accelerates digital change and intergenerational integration, but improves cultural agility and responsiveness abilities required to thrive in today's hybrid and global working world. It is the perfect demonstration of co-designing leadership and not dictating it, and maps of development must reflect collaboration, not progression. 

In a world defined by globalisation, speeded up digitisation, and heightened social and environmental awareness, leadership succession and development no longer rely on older models of hierarchy, technical expertise, or age. The modern leader must possess strategic intelligence and emotional depth,being able to make informed evidence based decisions while demonstrating empathy, ethical reasoning, and cultural sensitivity. The future is for leaders who can both think with and feel with their heads and hearts, balancing profit imperatives with sustainability, innovation with inclusion, and performance with purpose. Organisations must adopt experiential learning architectures, integrate values based development journeys, and apply globally accepted models such as the Talent Pipeline that are focused on changing mindset and responsibility at each level of leadership to cultivate such leaders. Also, cutting edge cases such as Unilever's Future Leaders Programme demonstrate how experience, in rotation and for purpose, with built in ESG KPIs, and with inclusive mentoring, can build leaders equipped for the demands of today, but also for the more complicated, uncertain challenges of tomorrow. HR professionals must take center stage to develop these future-proofed environments, where leadership development and succession are not merely filling gaps but rewriting the very definition of leadership to thrive in a rapidly changing, networked world.

References 

Charan, R., Drotter, S. and Noel, J., 2011. The Leadership Pipeline: How to Build the Leadership Powered Company. 2nd ed. San Francisco: Jossey-Bass. Available at https://www.academia.edu/41805399/Intro_leadership_pipeline_book [Accessed on 30 July. 2025]

Deloitte, 2023. 2023 Gen Z and Millennial Survey. [online] Deloitte. Available at: https://www2.deloitte.com/global/en/pages/about-deloitte/articles/genzmillennialsurvey.html [Accessed on 30 July. 2025].

Lombardo, M.M. and Eichinger, R.W., 1996. The Career Architect Development Planner. 4th ed. Minneapolis: Lominger Limited.Available at https://johncollinscareerdevelopmentplan.weebly.com/uploads/2/4/4/0/24401899/lominger_career_architect_development_planner.pdf [Accessed on 30 July. 2025]

Unilever Careers, 2021. Unilever Future Leaders Programme. [video] YouTube. Available at: https://www.youtube.com/watch?v=M0sWRe-IrBM&ab_channel=UnileverANZ [Accessed on 30 July. 2025].

Bersin, J., 2018. Why Leadership Development Feels Broken (And How We’re Fixing It). [online] JOSH BERSIN. Available at: https://joshbersin.com/2019/07/why-leadership-development-feels-broken-and-how-were-fixing-it/ [Accessed on 30 July. 2025].