This post is a series of questions to consider during the up-front definition phase of an enterprise initiative for leadership development program.
- Have you defined what your organization means by leadership development?
- Does your organization recognize that developing leaders is a long-term effort?
Organizational Context and Drivers
- How well have you identified your organizational context?
- To what degree do you face a leadership talent shortage?
- What is the impact to you of retiring baby boomers?
- To what degree are employees lengthening their careers up to retirement?
- To what degree has increasing competition for intellectual capital impacted you now? Near future?
- How has the acceleration to geographically distributed work and distributed teams impacted your organization?
- To what degree is your organization a global business vs United States-centric?
- How competent is your current workforce?
- How do decentralized business units impact?
- To what degree have flatter organizational structures impacted the need for leadership?
- To what degree have you been impacted by downsizing and mergers?
- Have you assessed the degree of leadership opportunities in the organization? What is the trend?
- How did the organization perform last year? This year?
- What specific intended outcomes are expected from a leadership development program?
- How have you defined the link between your leadership development program and other business operational plans and strategic plans?
- How far will your organization go with its leadership development program (this is a strategic choice)?
- What are the requirements to qualify for the leadership development program?
- How will you define “key personnel”?
- For first-time supervision roles, how will you determine who internally has the desire to lead?
- How do you define your leadership pool or talent pipeline?
Faculty / Instructors
- Who is on your initial list of leaders in the organization whom you would like to invite to participate as faculty?
- How can their skills, personalities, areas of responsibilities, and roles helping to sell the leadership development program?
- How can you effectively meet with them one-on-one to solicit their input, support, and participation as instructors?
- To what degree does the senior leadership team support the names on this list?