I’ve written previously about how Singapore is kicking global arse in the race for talent: “Biopolis Will Eat Your Genetically Modified Lunchpolis Will Eat Your Genetically Modified Lunch,” April 2004.  But they’re not done.  Now the city-state of Singapore is turning their attention from bench strength to leadership.

According to a recent study reported in the Hindu Business Line, “the absence of strategic focus on leadership development would make it even more difficult for the next generation of leaders in the region to assume leadership roles.”  Singapore Workforce Development Agency Chief Executive Ong Ye Kung (the master mind behind Singapore’s talent strategy) said:

“Organisational leaders may spend 90 per cent of their time running their organisations and 10 per cent of their time identifying and grooming the next leader. But often it is the latter 10 per cent of the effort that will help solve 90 per cent of our future problems.”

Exactly.  Leaders spend ten percent of their time with their organization’s future leaders, and complain bitterly at the country club that there’s no one to step in and fill their size 10’s.

This is not a Singapore problem.  It is global.  Many Millennials will tell you that they ‘met’ their CEO in a videotaped message during orientation.  And with limited exceptions, leaders aren’t investing enough time with their next gen leaders.  A different report in Workforce (”Survey Reveals Alarming Lack of Genarational Workplace Interaction”) says it all. 

It’s as if we want succession by osmosis.

Karol Rose, chief marketing officer for Flexpaths, says, “The way we transfer knowledge is very different than it was 20 years go.”  By ”different” I assume Ms. Rose means ”nonexistent.” 

Many managers treat their next gen talent as if they’re supposed to already know - or learn silently - how to do a good job, exceed expectations, and not cause problems.  This may have worked for Gen Xers - who entered the workfore with a broad distrust for authority and ‘stranger danger’ - but it’s completely out of touch with adult-adoring Millennials who rely on their managers for guidance and, yes, leadership.

So if we want to develop next gen leaders, we need to invest our time with them, give them real problems to chew on and work out, and let them demonstrate their leadership at work.  C-Suiters could start by tearing a page from the talent playbook at Philips Electronics (one of BusinessWeek’s top 50 places to launch a career, Sept. 15, 2008.)  CEO Gerard Kleisterlee says, “When I travel, there are three things on my agenda: meeting with local management, seeing a customer, and having lunch with young high potentials.”

Right on, Gerard.

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