QUESTION
From the SWOT, use the analysis to develop goals for the organization. Each goal will include an explanation and timeline with the projected steps to completion.
Specific Assignment Details
Your Goals document will include:
1. A diagram/chart of the goals 2. Explanation of each goal 3. Timeline with projected steps needed to complete each goal
ANSWER
1. Current State of Leadership Development
The current state of leadership development, including a summary of where we are and the primary issues that we see in leadership. There is a focus on a leadership competency model, analyzing information from both human resources and from employers, and then detailed information about each individual. This information is useful for everyone, it does not just satisfy the needs of the leaders themselves but also employers, human resources, and importantly potential leaders and those involved in leadership development programs. Also there was a particular emphasis in the literature and I will review the scientific and academic literature for this paper, a particular emphasis on strategic planning and leadership development: how leadership development, and it’s often talked about in the literature and in practice, can be aligned with strategic planning. Also there was an emphasis on SWOT analysis: strength, weaknesses, opportunities and threats and I’ll discuss and I’ll explain what that is and what the implications it has for leadership development initiatives. The literature highlighted the importance of developing employees, no matter what level they are in the organization. The benefits of that bring not just for the employee themselves in their personal development but also to the organization as a whole. There are various strategies that the literature pointed out were effective ways of developing leaders. This includes training and workshops of various kinds, providing opportunities for leaders to develop themselves by taking on high visibility, high risk strategic projects and, importantly, mentoring and coaching programs. Also, job rotations and cross-functional assignments, which are a key way of not giving leaders just a narrow siloed experience but a wide range of more general and broader experiences throughout their careers. The literature emphasized that it’s important to align leadership development with organizational goals. Next, there will be guidance in the literature, and in this paper, about how to create a leadership development plan. This will be looked at over a number of sections. First of all: how do you go about creating such a plan? Secondly, how do you put that plan into action? Thirdly, how can you best implement and monitor that plan? Then, literature talks about one of the staple activities of human resources and leadership development practice, which is measuring the effectiveness of the development that you undergo. And there’s a particular focus in the literature on two main areas: key performance indicators and then feedback and evaluation processes, all with a view really to improve and adapt the leadership development strategy and, importantly, strategic planning. And finally, the article addressed what the literature identified as some of the challenges faced in leadership development. This includes overcoming resistance to change; leadership comes in many forms and is dynamic, so it’s important to overcome that. Dealing with limited resources and adapting to technological advancements, which more and more is a key component of modern leadership and leadership theory. So that’s an overview of the structure of what I’m going to be presenting today and how the literature has been read and how it’s going to help.
1.1 Gaps in Development
Currently, most of the organizations are at the initial levels of leadership development. Employees are thrown into new roles without proper training and skills, and are expected to perform right from the beginning. There is a lack of personalized leadership development plans. Most organizations take a ‘one-size-fits-all’ approach for leadership development that focuses on the content to be delivered, not the end result. There are no clear and precise measures to identify leadership potential. Employees move from one level of leadership to another based on their performance in their current roles. There are also gaps in alignment and strategy. While most organizations recognize the need to develop leaders, few if any align efforts at all levels to the strategic needs of the organization. On top of that, there is little focus on developing leaders from scratch. In most organizations, leadership development focuses on people who are in actual leadership roles. This creates a shortage in the leadership talent pipeline – a problem recognized by almost every large and mid-sized company. The primary focus of leadership development seems to be sustained by experts. The organization values expertise over capacity. Some good individual contributors who have a high potential for leadership become ‘leaders’ due to their expertise knowledge, whether they possess the right leadership qualities or not. Also, it seems that organizations have not invested in training high-potential employees and next generation of leaders. Many companies have a dearth of leaders who have developed within the organizations themselves. This creates a vicious cycle of either being understaffed in terms of leadership positions or having to go outside of the organization to fill the roles. One aspect of the problem is the under or mismanagement of technology that can support leadership development. And lastly, the lack of a transparent and systematic evaluation and measurement process is also contributing to the gap in existing leadership development strategies. There is no standard or a clear process to compare and evaluate the effectiveness and efficiency of different programs, and organizations are still struggling to find a feasible way for a structured analysis of their own leadership development efforts. This is critical because any organization with a strong leadership development strategy with identifiable, effective programs and a clear way to measure success can preserve long-term success, including genuine and sustained business growth as well as the crucial adaptability and innovation to survive in the competitive business world.
1.2 Areas Needing Employee Development
To remain competitive and successful, organizations need to develop their employees in different areas. Given my past experiences at both small and large institutions, I believe the following areas are the most relevant in today’s work environment. First, many employees need to improve their communication skills, both in terms of how they relate to others and how they convey information. In an ever-increasing global economy and job environment, without the capacity to express themselves clearly and listen to others, employees at all levels will struggle. Whether it is conflicts between employees, dealing with a difficult customer, or looking for a job with a new organization, those who have the ability to communicate well seem to be the most successful. Second, employees need to develop skills in the area of creative problem solving. As organizations continue to face the need for innovation and change, employees who have the ability to look at problems in new ways and come up with fresh ideas and solutions will be highly valued. Effective problem solving and decision making is almost always facilitated by a well thought-out process. Only when there is clarity about objectives, standards and desired outcomes can a decision be made. Third, many organizations are looking for employees who have the ability to manage and supervise others, to oversee projects and to implement necessary changes. Just as I have felt the need to improve my own leadership skills, no matter if you are an experienced manager or someone that has held a number of different jobs, the ability to lead and motivate others is critical in today’s work. Proficiency in these areas can continue to fuel one’s personal performance and career development, while maintaining the health of an organization. Fourth, I believe it is important for employees to gain ongoing knowledge about the particular industry in which the employer operates. I have noticed, particularly in struggling companies, that there is a tendency for employees to become so focused on their own job that they forget about the larger context of the business and the needs of the client or customer. And finally, employees need to exercise more critical self-reflection. With the pace of work today and the constant need to multi-task, very often employees jump from problem to problem, never taking the time to look at the root causes of an issue. I believe that enhancing employees’ self-knowledge can not only help them with their own personal and professional development, but can also expose areas in business that could be improved. So, whether it be communication skills, leadership and managerial development, industry knowledge or strengthening critical work habits, the need for employee development in organizations is essential. However, I understand that successful development depends on such factors as the motivation of employees, the alignment of personal development and organizational goals, and managers’ ability to create a supportive environment.
2. Relationship between Strategic Plan and Leadership Development
3. Relationship between SWOT Analysis and Leadership Development
4. Identifying Leadership Development Needs
4.1 Assessing Current Leadership Skills
4.2 Evaluating Leadership Competencies
4.3 Identifying Skill Gaps
5. Importance of Developing Employees
5.1 Benefits of Employee Development
5.2 Enhancing Employee Engagement
5.3 Increasing Employee Retention
6. Leadership Development Strategies
6.1 Training and Workshops
6.2 Mentoring and Coaching Programs
6.3 Job Rotations and Cross-Functional Assignments
7. Aligning Leadership Development with Organizational Goals
8. Creating a Leadership Development Plan
8.1 Setting Clear Objectives
8.2 Designing Development Programs
8.3 Implementing and Monitoring the Plan
9. Measuring the Effectiveness of Leadership Development
9.1 Key Performance Indicators
9.2 Feedback and Evaluation Processes
10. Addressing Challenges in Leadership Development
10.1 Overcoming Resistance to Change
10.2 Dealing with Limited Resources
10.3 Adapting to Technological Advancements
Leadership Development in the Organization
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