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This post is a series of questions to consider during the up-front definition phase of an enterprise initiative for leadership development program.

Identify Leadership Competencies

There are many leadership competencies. To most effectively use organizational resources, this post offers questions to focus on those competencies that help meet current business challenges.

  • What business strategy drives the competency choices?
  • How are leadership competencies tied to business outcomes?
  • What are the top business challenges now? Near future?
  • Which competencies are needed to meet the challenges?
  • What does SWOT analysis suggest?

Various Leadership Levels

Because other organizations have already shown that a one-size-fits-all LDP is less effective, the following questions consider how to tailor competency choices by leadership level.

Senior Executive, C-Level

#### Personal Development

  • When executives review the shifts in the expectations and requirements for an leader at this new level what has changed?
  • When considering outside consultants, how can their use increase confidence, trust, and confidentiality for senior executives?
  • How can you partner with business schools or their faculty members?
  • How can executive coaching help change any ingrained behavior patterns that although they helped the executive move up in their organizations, are becoming less effective?

Developing Other Leaders

  • How can C-level executives teach or facilitate formal LDP training experiences?
  • How can senior executives be involved in the design of LDP curriculum?
  • What are organizational expectations for this level of leadership in coaching junior leaders for development?

Business Unit Executives

#### Personal Development

  • When executives review the shifts in the expectations and requirements for an leader at this new level what has changed?
  • How does this level of leadership require a more strategic focus of the development experience as compared to lower levels?
  • How could this level of leadership benefit from training in coaching junior leaders for development?
  • When considering outside consultants, how can their use increase confidence, trust, and confidentiality for these executives?
  • How can executive coaching help change any ingrained behavior patterns that although they helped the executive move up in their organizations, are becoming less effective?

Developing Other Leaders

  • How can this level of executives teach or facilitate formal LDP training experiences?
  • How can this level of executives be involved in the design of LDP curriculum?
  • What are organizational expectations for this level of leadership in coaching junior leaders for development?
  • What are organizational expectations for this level of leaders as to the frequency of face-to-face development discussions (monthly or quarterly)?

Middle Management Level Leaders

  • When leaders at this level review the shifts in the expectations and requirements at this new level what has changed?
  • How can the LDP program help these key leaders find mentors and sponsors?
  • How is finding a mentor/sponsor different for females and minorities? How can we mitigate negatives?
  • What are organizational expectations for this level of leadership in coaching junior leaders for development?
  • How do the best leaders at this level mentor those who are early in their careers? How can we spread their effective techniques?
  • What are organizational expectations for this level of leaders as to the frequency of face-to-face development discussions (monthly or quarterly)?
  • When considering internal “consultants,” coaches, and managers, how can we structure this coaching experience to increase confidence, trust, and confidentiality for this level of leaders?
  • How can training for managers in how to listen effectively and coach for development impact the LDP?

Line Level Supervisor Leadership

First Time Leaders

  • How does this group benefit from successful transition training?
  • How does this leader level benefit from role expectations training, highlighting the difference in being an individual contributor and being a leader of people?
  • What specific skills do first-time leaders need to use when they take on that first leadership role?
  • How do we reinforce that some individuals will need to learn to let go of some of the work they used to do themselves and why?
  • How does this level of leader benefit from a more structured monthly or quarterly face-to-face development discussion?

High Potentials Using Informal leadership

  • How does the LDP program effectively recognize and incorporate informal leadership, without a formal organizational leader position, still exerting significant influence among individual practitioners?

Competencies by Level

There are so many leadership competencies that to list them all in this post would make it excessively long. These will be listed in another post.

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KW Lanham


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