{"id":149761,"date":"2026-06-02T08:00:52","date_gmt":"2026-06-02T12:00:52","guid":{"rendered":"https:\/\/trainingindustry.com\/?post_type=articles&#038;p=149761"},"modified":"2026-05-28T09:10:46","modified_gmt":"2026-05-28T13:10:46","slug":"building-readiness-for-stronger-leadership-pipelines","status":"publish","type":"articles","link":"https:\/\/trainingindustry.com\/articles\/performance-management\/building-readiness-for-stronger-leadership-pipelines\/","title":{"rendered":"Fast-Tracking Leaders Isn\u2019t the Risk \u2014 Failing to Build Readiness Is"},"author":52,"featured_media":149764,"template":"","tags":[2886,498,36704],"class_list":["post-149761","articles","type-articles","status-publish","has-post-thumbnail","hentry","tag-employee-burnout","tag-leadership-skills","tag-workplace-leadership","global_topic_tax-leadership","global_topic_tax-performance-management"],"acf":{"sponsored":false,"gated":false,"gated_content_type":"","file_attachment":null,"gated_content":"","form_instruction_header":"To access the full article, please fill out the form below:","pardot_html_embed":"","author_override":true,"author_name":"Rosey Rhyne","author_image":"","author_bio":"Rosey Rhyne leads <a href=\"https:\/\/www.ddi.com\/\" target=\"_blank\" rel=\"noopener\">DDI\u2019s<\/a> Center for Analytics and Behavioral Research team, where she and her team study workforce trends shaping leadership globally. With a background in I\/O Psychology and over a decade of research experience, her work has been featured in many publications, including the Palgrave Handbook for Age Diversity and Work, Chief Learning Officer, ATD, and others.\r\n\r\n&nbsp;","excerpt":"Companies are promoting employees faster than ever, creating growing pressure on leadership readiness and long-term performance.","main_content":"Organizations aren\u2019t accelerating leadership because they want to. They\u2019re doing it because they must.\r\n\r\nAs experienced leaders exit the workforce and disruption reshapes organizational structures, companies are filling critical roles quickly. The result: less experienced and unprepared employees stepping into leadership positions.\r\n\r\nBut acceleration itself isn\u2019t the real risk. The real risk is when leadership readiness fails to keep pace with the speed of promotion.\r\n\r\nAccording to DDI\u2019s <a href=\"https:\/\/www.ddi.com\/research\/global-leadership-forecast-2025\" target=\"_blank\" rel=\"noopener\">Global Leadership Forecast 2025<\/a>, 80% of organizations lack confidence in their leadership bench, while 71% of leaders report increased stress, and 40% are so stressed they have considered leaving leadership roles.\r\n\r\nOrganizations today face both a pipeline challenge and a capability risk. Leadership transitions are accelerating at the same time organizations struggle to build enough prepared leaders to sustain them.\r\n<h2>Acceleration Is a Symptom, Not the Strategy<\/h2>\r\nThe narrative often centers on Gen Z stepping into leadership too soon. But age isn\u2019t the issue \u2014 capability is.\r\n\r\nOrganizations are navigating a convergence of forces:\r\n<ul>\r\n \t<li>Retirements creating leadership gaps<\/li>\r\n \t<li>Fewer employees pursuing leadership roles<\/li>\r\n \t<li>Constant transformation, requiring faster decision-making<\/li>\r\n<\/ul>\r\nAnd those pressures are being compounded by a demographic reality: the growing concentration of older workers in highly specialized industries.\r\n\r\n<a href=\"https:\/\/www.census.gov\/library\/stories\/2025\/12\/older-workers.html\" target=\"_blank\" rel=\"noopener\">U.S. Census Bureau data<\/a> shows workers ages 55 and older now make up nearly a quarter of the workforce, up from just 10% in 1994. And in the utilities sector specifically, the share of employment at firms where at least a quarter of workers were over age 55 jumped from 35% in 2006 to 80% in 2022.\r\n\r\nAt the same time, younger employees are moving into management faster than previous generations. <a href=\"https:\/\/www.adpresearch.com\/gen-z-rises-into-management\/?utm\" target=\"_blank\" rel=\"noopener\">ADP research<\/a> found that Gen Z workers are already stepping into management roles at higher rates than in the past, signaling a significant shift in how quickly organizations advance emerging talent.\r\n\r\nOrganizations aren\u2019t accelerating talent because leadership pipelines are ready. They\u2019re doing so because business disruption and workforce shifts are forcing leadership transitions faster than traditional development can keep pace.\r\n<h2>Why High-Potential Talent Is Opting Out<\/h2>\r\nAt the same time that organizations are accelerating leadership, many high-potential employees are choosing not to pursue it. And while this could be interpreted as a lack of ambition, it\u2019s a rational response to <a href=\"https:\/\/trainingindustry.com\/articles\/leadership\/the-disengaged-workforce-its-time-to-rethink-leadership-development\/\" target=\"_blank\" rel=\"noopener\">what leadership looks like today<\/a>.\r\n\r\nEmployees are watching leaders operate under sustained pressure: high workloads, constant change and limited support, making leadership a far less attractive path.\r\n\r\nThis is compounded by shifting expectations around work. Increasingly, employees prioritize well-being, flexibility and meaningful work.\r\n\r\nThe rise of \u201c<a href=\"https:\/\/www.ddi.com\/blog\/conscious-unbossing\" target=\"_blank\" rel=\"noopener\">conscious unbossing<\/a>,\u201d where employees deliberately step away from leadership roles, underscores this shift: Gen Z is 1.4X more likely than other generations to opt out of leadership, signaling a fundamental change in how leadership is perceived.\r\n\r\nTogether, these shifts create pressure on leadership pipelines while increasing the urgency to prepare emerging leaders more effectively.\r\n<h2>The Real Risk: A Widening Capability Gap<\/h2>\r\nPipeline pressure alone is not the core problem. The bigger challenge is whether organizations are preparing leaders quickly enough to succeed.\r\n\r\nResearch shows that 83% of HR organizations anticipate a surge in leadership skill needs, yet the capabilities leaders most need \u2014 future-focused skills \u2014 remain significantly underdeveloped:\r\n<ul>\r\n \t<li>Setting strategy<\/li>\r\n \t<li>Managing change<\/li>\r\n \t<li>Identifying and developing future talent<\/li>\r\n \t<li>Decision-making and prioritization<\/li>\r\n<\/ul>\r\nFor example, 64% of leaders say setting strategy is critical, but only 37% have received development in that area, according to DDI research. Similarly, 61% say managing change is essential, while just 36% have been trained in it.\r\n\r\nThese skills traditionally take years of experience to build. Yet leaders are increasingly expected to demonstrate them earlier in their careers and under far more pressure.\r\n\r\nThe result is predictable: Leader's step into roles without the tools to navigate complexity, driving higher burnout, disengagement and underperformance.\r\n<h2>Redefining Readiness: From \u201cFully Prepared\u201d to \u201cReady Enough\u201d<\/h2>\r\nA major barrier to building a strong pipeline is how organizations define readiness. Traditional models assume leaders must be fully prepared before stepping into a role, but that standard no longer reflects reality.\r\n\r\nInstead, organizations must embrace a more practical definition of readiness: being \u201cready enough.\u201d Today, that means:\r\n<ul>\r\n \t<li>Having a foundation of critical skills<\/li>\r\n \t<li>Being willing to learn in real time<\/li>\r\n \t<li>Being able to operate in ambiguity<\/li>\r\n<\/ul>\r\nGen Z leaders don\u2019t need certainty to lead \u2014 they need clarity of purpose, the humility to learn fast and the courage to make decisions when the path is still unfolding. \u201cReady enough\u201d isn\u2019t about having every answer, but about asking better questions, learning in motion and staying steady when the ground shifts.\r\n<h2>The Role of L&amp;D: Building Readiness at Scale<\/h2>\r\nSo, if leadership acceleration is unavoidable, then readiness must be intentional. To do that, organizations must rethink how development is designed and delivered:\r\n<h3>1. Prioritize Skills That Drive Business Outcomes<\/h3>\r\nLeadership development must center on the future-focused skills leaders need most now: setting strategy, managing change, identifying and developing future talent, and decision-making and prioritization, areas that remain significantly underdeveloped.\r\n\r\nOrganizations that train leaders in at least two of these skills are:\r\n<ul>\r\n \t<li>6X more likely to receive high leadership quality ratings<\/li>\r\n \t<li>9X more likely to improve leadership capability<\/li>\r\n \t<li>7X more likely to have leaders enthusiastic about using AI at work<\/li>\r\n<\/ul>\r\n<h3>2. Embed Development in the Work<\/h3>\r\nLeaders don\u2019t become ready through programs alone; they become ready through experience. That means anchoring development in real work and shifting the question from \u201cAre you ready for everything?\u201d to \u201cAre you ready for what\u2019s next?\u201d\r\n\r\nUsing multiple delivery methods can improve training outcomes by giving learners access to training through formats that align with their <a href=\"https:\/\/trainingindustry.com\/wiki\/personalization-and-learning-pathways\/learner-preferences\/\" target=\"_blank\" rel=\"noopener\">preferred ways of learning<\/a>.\r\n<h3>3. Use Data to Accelerate With Confidence<\/h3>\r\nOrganizations that use assessments to guide development are 1.8X more likely to be top financial performers. Rather than relying on instinct alone, organizations can use data to identify leadership potential earlier, pinpoint critical skill gaps and personalize development at scale.\r\n<h3>4. Build a Culture That Supports Growth<\/h3>\r\nPsychological safety, coaching and a growth-oriented culture are essential to ensure leaders can learn, adapt and succeed over time.\r\n\r\nLeaders with supportive work environments are:\r\n<ul>\r\n \t<li>10X more likely to excel in their role<\/li>\r\n \t<li>3X less likely to experience chronic stress<\/li>\r\n \t<li>2X more likely to have energy at the end of the workday<\/li>\r\n<\/ul>\r\nLearning culture also matters. High-potential talent is 3.7X more likely to leave if managers fail to provide opportunities for growth and development.\r\n<h2>From Risk to Advantage<\/h2>\r\nOrganizations have a choice. They can continue accelerating leaders without changing <em>how<\/em> they develop them, amplifying risk at every level of the pipeline. Or they can align acceleration with intentional capability building.\r\n\r\nAnd the organizations that get this right won\u2019t simply move talent faster. They\u2019ll build adaptable, future-ready leaders capable of navigating uncertainty, leading change and sustaining performance in increasingly complex environments.\r\n\r\n&nbsp;","full_width":false,"content_band":[{"acf_fc_layout":"social_callout","blockquote":"Business disruption and workforce shifts are forcing leadership transitions faster than traditional development can keep pace."},{"acf_fc_layout":"content_area","wysiwyg":"[hubspot type=\"form\" portal=\"47185625\" id=\"36e9c09b-95b9-4e08-a886-60d7c3da3fdf\" version=\"v4\"]\r\n\r\n&nbsp;"}],"tice_sponsors":"","custom_dfp_keywords":""},"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.8 (Yoast SEO v27.5) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Why Leadership Readiness Is Falling Behind<\/title>\n<meta name=\"description\" content=\"Learn how to build a future leadership talent pipeline to drive leadership readiness and accelerate growth in your organization.\" 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