The job posting read like a unicorn hunt: “Seeking experienced leader with 10+ years management experience, proven track record of team development, and natural ability to inspire others.” Three months and dozens of interviews later, the position remained unfilled. The perfect candidate didn’t exist—at least not in the market they could afford.
This scenario plays out in organizations everywhere. Companies spend enormous resources searching for ready-made leaders while overlooking the leadership potential sitting right in front of them. The assumption that leadership is a rare, innate talent has created artificial scarcity in what should be an abundant resource.
During a recent workshop with a growing technology company, we explored this challenge. The CEO was frustrated by their inability to find qualified managers for their expanding teams. Meanwhile, several high-performing individual contributors expressed interest in leadership roles but felt unprepared for the responsibility.
The breakthrough came when we shifted the conversation from “finding leaders” to “building leaders.” Instead of waiting for the perfect external candidate, we designed a development pathway for internal talent. The process began with identifying employees who demonstrated leadership behaviors, even without formal authority.
Leadership behaviors are observable and teachable. They include things like taking initiative on projects, helping colleagues solve problems, communicating effectively across teams, and showing genuine care for outcomes beyond their immediate responsibilities. These behaviors exist at every level of an organization, often unrecognized and undeveloped.
The company implemented a six-month leadership development program. Participants received coaching, tackled real business challenges, and gradually took on increasing responsibilities. They made mistakes, learned from them, and developed confidence through supported experience rather than trial by fire.
The results exceeded expectations. Not only did they fill their open management positions, but they created a pipeline of future leaders. Employee retention improved because people saw clear growth opportunities. Team performance increased because new leaders understood the organization’s culture and challenges from the inside.
Building leaders internally requires patience and investment, but the returns are substantial. Internal leaders understand your culture, have established relationships, and are more likely to stay long-term. They become living examples that growth is possible, inspiring others to develop their own leadership capabilities.
The question isn’t whether your organization has leadership potential—it’s whether you’re creating conditions for that potential to flourish. Stop waiting for perfect candidates to walk through your door. Start developing the leaders who are already walking your halls.
