You want to seize the future in your organization but the leadership "bench strength," you know, is anemic. And, anemic leadership will always keep your organization mired in mediocrity.

Mediocre leadership is easy to detect. Leaders refuse to make decisions. They often wait for circumstances to resolve interpersonal issues. It has been years since any of them had a creative, proactive idea. And, you get the impression they are "doing hard time" instead of seizing the opportunity to grow the organization and their careers.

So, what do you do?

Below you will find five, sequential steps to build your bench. It is important to note this will not happen overnight. Be prepared to embrace "years" as an acceptable time frame for accomplishing this goal.

First, reexamine the "filters" your organization is using to identify candidates for leadership ranks. In other words, what intrinsic values and/or skills are you looking for in management staff? Are these "entrance requirements" in print and are they being actively used to move potential leaders onto your management roster?

It is my experience that if someone has been a "loyal employee" they are immediately considered "management material." Is this the ultimate qualification? What if someone is "loyal" but emotionally abuses coworkers, is constantly tardy and has not entertained a new idea in the last 20 years?

Second, once managers/supervisors are chosen, what is the content of their orientation program? Moving past how someone makes a requisition for new pens, do these people know the legal requirements to use non-monetary discipline? Do they possess a clear definition of sexual harassment and how to report legal concerns? Are they thoroughly briefed on how a decision is made by senior management? Knowing "the ropes" is essential so the new leader does not hang himself.

Third, once someone gets a seat on the bench, what is the curriculum for continuing education in leadership competencies?

We often assume a manager "has it" or "doesn’t have it" when defining leadership. Like 20-20 eyesight or an abundance of hair, leadership is something you acquired at birth. You know, the genes were just right in all the right places.

Unfortunately, this fallacy continues to be perpetuated. There are personal traits which make leadership easier, but getting in front of a workplace and inspiring people to follow is an acquired skill.

So, how much money and time is your organization willing to invest in nurturing leadership? This should never be a "program," but a "process" with a constant introduction of new skill sets accented with pragmatic opportunities to take these skills for a "dry run" in the workplace.

Fourth, what are the benchmarks of an outstanding bench? In other words, how will you know whether someone in leadership is consistently earning a place on your team?

Notice the word "earning." I am convinced members of management, like everyone else in the workplace, should have to periodically prove he/she deserves to have a place on your bench.

This evaluation should include carefully examining productivity numbers, interviews with staff who are direct reports of this person and at least semi-annual, face-to-face reviews with senior management.

Finally, how often do the faces change on your bench?

Let’s go back to mediocrity. When anyone gets protected in a work environment because she/he has sat in the same chair for a very long time, initiative can be victim of familiarity. Think about this. If I am guaranteed a check every month, with little or no accountability for how I perform, why would I want to do anything "exceptional"?

This economy has no space to store "dead wood." Do you have underachievers in your management staff? If the answer is "yes," this should not be an issue for debate or delay. Close the door and give this leader clear expectations for improved performance and if, after a reasonable period of time, there is no exceptional effort, it is time to clear space on the bench for an engaged player.

The staff of any organization will reflect the bench strength of the leadership team. Walk up and down and look at your leadership team. How does your bench look today?