Issue: 1Volume: 1Editor and Author: John ReadPage: 2
2. Develop and implement a simple competency framework embracing non-technical and technical competencies.Show all employees where they are located within your framework
currently. Consider using manager’s
performance management discussions to explore this with employees and show them how they can make advancesin their careers. Understand and apply the natural links between career and leadership development. These beginwith feedback, self-awareness and self-development aka. self-leadership and enable true growth of the individualand of their relationships with each other. Ensure employees and leaders learn and practice increasing their self-responsibility through sharing their development planning. Show leadership.3. Define a set of criteria that all of your leadership development programmes must meet in order to be selected forimplementation. Typical factors will capture inputs, processes and outputs as well as cultural and environmentalfactors. Whether formally or informally, be sure to refer to these key criteria, acknowledging what stage of organisational development and culture you have now, and what strategic and practical requirements andconstraints are present. From this analysis ask senior management what are their expectations to include withyours as the key goals leadership development. Make planning and forecasting an annual affair at least.4. In planning leadership development recognise the powerful role that key context factors play and the frequentdisconnects in these factors that can drive ineffective behaviours. Key contextual factors include: all of yourTalent Management policies and programmes from recruitment and selection to succession, retirement andreplacement planning; all of the HR and work systems and procedures, and of course communications
formaland informal. Start your planning with a review of these key factors and their power and influence.6. Address moral leadership and ethical behaviour at work. These dimensions of behaviour are linked toinnovation and will drive organic growth within your organisation. Integrity and trust must be developed andsustained by leadership at all levels in the organisation for innovation to arise and contribute effectively tosustained organisational development.7. Model leaders should be
recognised and rewarded, whilst balancing the high performer’s visibility with those
making advances on their own learning and development paths. Ensure that positive leadership messaging reachesall levels of competency and effectively and consistently drive behaviour development for all.8. Measure your leadership programmes, before and after
define a Balanced Scorecard for measuring inputs,processes and outcomes of your leadership development. Try and calculate ROI of your programmes to informyour Finance Director, CEO and Board of Directors annually.
Top Tips On Leadership Development
1. Organisational Leadership levels: individual-self, knowledge-specialist, team-collaborative, line-hierarchical and business - enterprise. Identify the key factors impacting leader and leadershipdevelopment for each level in your organisation. Start here.
5. Leadership development is unlikely to succeed if it is practiced only in one mode…just
training or just coaching or just one of any solution is unlikely to create the tipping pointfor competency to meet opportunity within a supportive context, including an appropriatelevel of challenge to deliver evidence of real leadership development. Match modes of development to context and development goals.