Leadership Development Begins with the End in Mind
Developing leaders is a function of more than just a program, it is the development of unique individuals, around core competencies, in alignment with the culture of the organization, in a way that meets organizational needs and expands the capabilities and capacity of the leader. The first step in the design of a leadership development program is to identify where the organization is going in the next 10 years. Leadership development, even for needs that are immediate, is not effective without looking to a forward time horizon that anticipates the changing market pressures, organizational dynamics, and talent acquisition challenges the company or organization will face.
At a personal level, leadership development starts by answering this question: what is your ambition? Without a clear focus on what you want to accomplish and at what level you want to serve your development actions will fall short and be unfocused. In short, leadership development begins with the end in mind.
At Leadership Praxis we view leadership development as a three-dimensional process of development that deliberately takes up a candidate’s spiritual, personal, and skill/ability development as illustrated in the following chart. Development programs or processes that fail to address all three aspects of development in leaders inadvertently engender a gap between knowledge and practice resulting in leaders who know far more than their behavior indicates.
Whether you are searching for help to develop your own capabilities and capacity as a leader or are searching for assistance in developing or refining an organizational wide leadership development program we work with you to define a process that is reproducible and unique to your leadership setting.
Our process includes identifying leadership general leadership competencies and the unique competencies and skills needed for your industry.
Our process utilizes validated and reliable assessments designed to (1) help each leaders know their strengths and their vulnerabilities and (2) identify their strengths and weaknesses in the use of core competencies.
The Birkman Signature suite provides in-depth analysis of an individual’s unique personality and behavior. It is the critical building block for building self-awareness in the leader. The Birkman Signature suite reports help leaders devise strategies for managing stress and accentuating their unique contributions and perspectives while also leveraging the differing strengths and perspectives of others.
The Birkman 360 is a feedback tool that assesses the degree to which core competencies are expressed in the leader. Once the degree of mastery of these core competencies is identified in the leader’s behavior we help leaders design a development plan to leverage their growth.
The abilities assessments available from Leadership Praxis provide leaders with an overall analysis of their verbal, numerical, and abstract reasoning skills and compare these to individuals who populate key executive jobs.
Spirituality is the ability to define a sense of ultimate (or immaterial) reality. Spirituality enables yourself and others to discover the essence of being, their deepest values, and meaning by which they make decisions.
Development outcome: demonstrate the integration of the conceptual foundation with daily living that characterizes an individual who leads as a servant with integrity and personal spirituality. Capable of defining their spiritual temperament and defining how this influences their perception of reality and the perception others make.
Vision casting is the ability to define a preferred future, communicate it to others in a way that inspires commitment, confidence, conviction and contribution in others.
Development outcome: demonstrate the ability to grasp and communicate how the gap between the organization’s present (opportunities, threats, strengths and weaknesses) and a preferred future can be leveraged to; (1) maximize the organization’s value proposition and (2) simultaneously contribute to the greater good through the organization’s unique values and culture.
Ensuring Long-term Results
Ensuring long-term results depends on the ability to think and act strategically by integrating industry knowledge with the knowledge your organization has acquired and knowledge of your customers or members. This includes that willingness to challenge existing processes and assumptions.
Development outcome: demonstrate industry knowledge and appropriate practices to move individuals and groups forward through communication that is clear, suitable and motivating. Demonstrate perception in applying industry knowledge and situational awareness to evaluate existing processes and assumptions.
Building Strong Teams
To build strong teams a leader must possess the ability to help the members of your work translate strategic goals and initiatives into specific responsibilities and priorities.
Development outcome: demonstrates proficiency as a consensus builder valuing and utilizing individual and group differences for collaborative engagement and conflict resolution in pursuit of a group’s goals.
Managing outcomes is the ability to establish measurable outcomes and create systems for monitoring progress toward them that includes ethical evaluation and specific activities.
Development outcome: demonstrate appropriate practices to move individuals and groups forward through communication that is clear, suitable and motivating.
Delegation is the readiness to explain expectations, provide appropriate resources, and assist with regular and unscheduled coaching.
Development outcome: capable of recognizing four stages of good delegation (assignment, authority, accountability, and affirmation) and in the application of these stages to others level of capability.
Developing others is the capacity for building the strength and continuity of the organization by recognizing individual potential and acting to developing them through training, coaching, and performance evaluation.
Development outcome: demonstrates the theoretical understanding and commitment to mentoring as a developmental activity and exercises a commitment to developing others.
Making decisions is the ability to stay strategic, results oriented and productive without losing sight of the complexity of issues and the diverse views of others. Capable of making implicit assumptions explicit prior to acting and anticipates potential outcomes to all actions.
Development outcome: able to describe and apply the process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and/or evaluating information gathered from, observation, experience, reflection, reasoning, or communication, as a guide to belief and action.
Courage – dealing with conflicting ideas
Dealing with conflict is the ability to speak out in the face of opposition, acknowledge conflict, and work openly toward strategically aligned solutions.
Development outcome: demonstrate the know-how to help individuals and groups solve problems in pursuit of alternative courses of action.
Resilience – Personal and professional growth
Resilience is the ability to solicit and act on constructive feedback, challenge yourself with tough assignments, and demonstrate resilience and courage in the face of setbacks and opposition.
Development outcomes: demonstrates theoretical awareness of learning processes and applies them in creating a learning environment that consistently educates other adults in ways that are authentic, appropriate and engaging.