Linking Leadership Development to Organisational Competencies and Objectives
To create a meaningful leadership development plan, it is crucial to align it with the organisation's leadership competencies, which should, in turn, be linked to the organisation's overarching objectives. This alignment ensures that the development efforts directly contribute to the strategic goals of the organisation. A study by the Corporate Executive Board (CEB) found that organisations with aligned leadership development programs are 2.5 times more likely to be high-performing (CEB, 2016). Leadership development must be targeted to address the specific competencies required for current and future leadership roles within the organisation.
Personalising Leadership Development
Leadership development plans should be highly personalised, especially as individuals reach the emerging leader level. Leaders at this stage have unique needs, and without a tailored approach, they are unlikely to prioritise their development amidst their busy schedules. Personal buy-in is essential; leaders must see the relevance and value of the development plan to their personal and professional growth to commit to it fully. Research by Deloitte highlights that personalised development plans lead to higher engagement and better outcomes (Deloitte, 2020).
Detailed Diagnostics f
or Comprehensive Assessment
A robust leadership development plan is grounded in detailed diagnostics, which provide a comprehensive assessment of the leader's strengths and development areas. These diagnostics should include:
Psychometrics
Psychometrics are crucial for assessing underlying preferences and personality traits. This helps in understanding the leader’s natural inclinations, strengths, and potential areas for growth. By analysing these traits, we can tailor development plans to align with the leader's innate abilities, making the development process more effective and personalised.
Past Experiences
Evaluating the leader's past experiences is essential to identify any gaps that need to be addressed for a well-rounded skill set. In a fast-moving world, it is vital that leaders have a breadth of experiences. Being proficient in only one or two areas is not sufficient for robust leadership. Leaders must have been exposed to a variety of challenges such as managing large teams, overseeing change initiatives, delivering operational excellence, and working internationally. Each of these challenges contributes to the leader's ability to tackle a wide range of situations with confidence. A diverse set of experiences prepares leaders to be versatile and resilient in the face of new challenges.
360-Degree Feedback
Gathering feedback from peers, subordinates, and supervisors provides a holistic view of the leader’s current behaviour and its impact on key stakeholders. According to a study by the Harvard Business Review, 360-degree feedback is one of the most effective tools for leadership development (Harvard Business Review, 2019). This method helps in identifying both strengths and areas for improvement from multiple perspectives, offering a well-rounded understanding of the leader’s effectiveness and areas that require attention.
Simulation Exercises
Simulation exercises are invaluable for exposing leaders to potential future scenarios, helping them evaluate the effectiveness of their current approaches. These exercises can include one-on-one role plays, business simulations, and negotiation exercises. By simulating real-world challenges, leaders can practice and refine their skills in a controlled environment. This not only boosts their confidence but also provides practical insights into how they might handle similar situations in the future. Simulation exercises allow leaders to experiment with different strategies and approaches, receiving immediate feedback and learning in real-time.
By incorporating these detailed diagnostics, organisations can develop a comprehensive understanding of each leader’s capabilities and development needs. This thorough assessment forms the foundation of a targeted and personalised leadership development plan, ensuring that leaders are well-equipped to meet the demands of their roles and drive organisational success.
Feedback Session and Development Planning
Following the diagnostics, it is vital to have a detailed feedback session with the assessor and ideally the leader’s manager. This session is crucial for identifying the most urgent and impactful development priorities, as well as strengths to build on. Including the manager ensures that the development priorities align with business priorities, and it also fosters the manager’s support for the leader’s development journey.Â
Creating a SMART Leadership Development Plan
All identified activities should be logged as part of a SMART (Specific, Measurable, Achievable, Relevant, Time-bound) development plan. This plan should be integrated into the organisation's HR system and aligned with the main HR cycle to ensure it remains current and actionable. Regular updates and reviews are essential to keep the plan relevant and to track progress. Assessing the leader's commitment to each development action is crucial; unless leaders understand the personal importance of each activity, they are unlikely to prioritise it.
Identifying and Implementing Development Activities
Once the development needs are identified, it is important to select the appropriate activities to address these needs. At the emerging leadership level, training workshops alone will not suffice. Instead, it is important to utilise a full range of activities from the 70-20-10 framework:
Learning by Doing (70%): This includes on-the-job experiences and challenging assignments that provide practical learning opportunities.
Learning with and from Others (20%): Activities in this category include coaching, mentoring, and action learning groups. These methods help build confidence, provide business insights, and offer opportunities for networking and peer support.
Structured Learning (10%): Traditional workshops and courses fall into this category. While they are important, they should be complemented by other forms of learning.
Coaching and mentoring are particularly beneficial for addressing personalised needs, overcoming barriers, and enhancing business understanding. Action learning groups allow leaders to learn from each other, building a sense of community and shared experience. Personal reflection, whether done independently or with the help of a coach or mentor, is also a critical component of development.
Ensuring Ongoing Commitment and Support
Regular check-ins with HR or the manager should be scheduled to ensure that sufficient time is being allocated to development activities. These meetings help keep the leader accountable and provide opportunities to adjust the plan as needed. A McKinsey & Company study highlights that regular follow-ups significantly enhance the effectiveness of leadership development initiatives (McKinsey & Company, 2017).
By following these steps, organisations can create effective, personalised leadership development plans that drive both individual and organisational success.
References
Corporate Executive Board (CEB). (2016). "Creating High-Performing Organizations." Available at:Â https://www.cebglobal.com/
Deloitte. (2020). "Global Human Capital Trends: The social enterprise at work: Paradox as a path forward." Available at:Â https://www2.deloitte.com/
Harvard Business Review. (2019). "The Value of 360-Degree Feedback in Leadership Development." Available at:Â https://hbr.org/
McKinsey & Company. (2017). "How to Create an Effective Leadership Development Program." Available at:Â https://www.mckinsey.com/