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When the National Football League season kicks off on this Thursday, September 8, rookie players including several high profile quarterbacks will be put under pressure to perform for their new teams. NFL Head Coaches and General Managers will have to determine the best way to develop a young, franchise quarterback to set him up for success.聽 History has shown us there are two primary ways to develop a rookie quarterback to prepare him for future success. 聽We think their approaches suggest some key leadership development lessons for corporations.

The first is to throw him in the deep end from day one so he can learn by doing. We call this approach the "Immediate Testing" approach where you allow the player to play a major role on the team right away and learn by doing.

The second is to let him learn from an experienced mentor quarterback and not lead the team right away in order to learn the game from the sidelines. We have called this approach "Learning to Win" and it allows the player to develop more strategically and achieve success in small steps along the way. Both of these approaches have had their success and failure stories in recent years so it is best to be strategic in order to find the right fit for the player and for the team.

These same development decisions and principles can be applied in the business world to developing high potential talent. Like a talented young quarterback starting off his professional career, certain business "rookies" or more experienced business people looking to move into a new role or up the career ladder will have the potential to make an immediate contribution and to become long-term leaders within their organization. As a manager or leader, you will need to be strategic about how best to develop this type of direct report. Do you immediately position him or her to lead high profile projects in order to hit the ground running? This has the immediate effect of giving your talent a great deal of attention and responsibility but also has the risk of failure under the bright lights, which could result in both a destructive loss of self-confidence for the talent and a reputational hit from which they may not recover. Do you assign them to smaller projects where they can make mistakes without the high visibility? This approach gives the talent the opportunity to learn to win on lower profile projects and make mistakes without the potential career-limiting risks of failure before a wide audience or in a high-impact situation. However this second approach requires more time and mentor resources which might not be available in every organization. A person's career development, work engagement as well as their reputation can be influenced by the decisions that managers make about how best to develop these talents...

- Article by Karl Moore and Devin Bigoness

Read full article: , August 30, 2011