The concept of a leadership pipeline is deeply rooted in an organisation's leadership philosophy. This philosophy shapes how leadership roles are defined—whether as a hierarchical position or a holistic 360-degree capability. My approach is to enable leaders who not only steer businesses to success but also exert a positive influence on the business environment. For example, a leader should have the capacity to influence government policies for beneficial business outcomes. Leaders should possess a larger vision and guide teams towards a collective goal. They should aim to enhance and expand upon the legacy they inherit.

However, building a leadership pipeline is not the sole concern. It is also about integrating external leaders who bring fresh, nonlinear perspectives, stir constructive disquiet, and challenge the status quo. The optimal strategy for fostering leadership within an organisation is a blend of 'making' leaders through internal development and 'buying' leaders by recruiting external talent. Creating a leadership pipeline involves more than filling hierarchical roles. It is about nurturing everyone’s leadership potential in several domains. The fundamental premise is that everyone is a leader—whether one is leading projects, ideas, or teams. Organisations must assess their talent pool and identify developmental needs, building necessary capabilities to meet future business demands.

As we transition into Life/Organisation 4.0, the nature of leadership is evolving, especially in traditional sectors like manufacturing. Today's leaders must be adept in digital technologies, including electronics, algorithms, the Internet of Things, and data management, and adopt innovative practices. These becomes the foundation of creating a leadership architecture that is both robust and flexible. Leadership development can be institutionalised through dedicated programmes at leadership universities. These programmes will have a holistic approach, focusing on steering the businesses, influencing the environment, and inspiring teams. This kind of structured approach will make it easier to create a foundation for the leaders of tomorrow.

In this world, feedback is crucial. When we type on the keyboard and letters appear on the screen, that's feedback. When a child cries and a mother comforts her with a pat, that reassurance is a form of feedback. Similarly, when Chandrayaan-3 made its historic lunar landing, the first thing that ISRO sought was feedback from the spacecraft.

Leaders, too, require constant feedback. One form is formal feedback from the organisation, typically through appraisals. Another form is non-verbal feedback, which occurs all the time. A leader must be sharp and perceptive enough to interpret these cues as they help determine if they are heading in the right direction. Leaders need to pick up cues from the system: Is the system reacting favourably? Are they getting involved in strategic decisions? Are people eager to collaborate, or is there still trust to be built? At the CEO level, indicators such as increasing share prices and shareholder satisfaction serve as feedback. A rise in performance-based allocations (PBA) should signal success to a CEO. Similarly, involvement of a leader in an increasing number of cross-functional processes is also a form of feedback.

Formal developmental feedback from an organisation is also crucial. However, appraisals and developmental feedback should be distinct and conducted separately. Discussions regarding feedback are essential for an individual's continuous growth and development. Thus, those responsible for providing feedback should be well-versed in delivering it effectively. Training in managing crucial conversations is focused on equipping individuals with these skills. While it might seem paradoxical, developmental feedback should consider the individual holistically, not just focusing on the end result or KPIs but on developing the person comprehensively.