The goal of talent management or succession-planning processes is to make sure businesses have the teams and the talent to meet current and future challenges.

We do periodic talent reviews, identify key people and groups to develop, create succession short-lists, implement leadership or training initiatives. Some organizations blend real, strategic work into these plans; others leverage coaches or formal mentors.

Often, senior managers are expected to do much of the heavy-lifting of developing others. They have the operational knowledge, the relationships and the perspectives that are vital for developing individuals and building the collective bench strength. Even so, long-term development, the ongoing commitment, tends to get brushed aside by time limits and day-to-day priorities.

A more efficient and effective approach is to help your talent create a network of relationships that will intentionally and collectively provide the support needed for the next role or level.

By using developmental networks, individuals have a team of people as mentors, coaches, teachers and supporters — and the senior manager’s role is one of steering and connecting the need and the people.

Read more on Forbes.com: 3 Ways to Develop Your People Without Overwhelming Yourself

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