Leadership programs help ease the chain of succession, make employees feel more connected to the business, and can transfer good ideas from one section of your company to the whole organization. Creating a Leadership Development Program: Assess Your Goals Before you start a leadership development program, you have to make sure your business has a clear vision and stated goals.
It seems like a no-brainer, but experts say many companies discount this critical first step, which makes it harder to inspire new leadership. A simple way to go about this is to ask yourself: What do we want our future leaders to accomplish?
At Disney, for instance, there's heavy emphasis on the interactions between its crew and customers, so that anyone who encounter an employee from the front-desk clerk to the ride operator walks away with a pleasant experience. The goals needed in a turnaround situation are different from the ones needed in a high-growth organization or a highly collegial, collaborative one, he says.
It's a variety of skills, a variety of styles. The goals and vision you create should also be believable, or you risk compromising employee trust. After all, the most successful companies create objectives that they can — and do — clearly act on, says Harold Scharlatt, a senior enterprise associate for the Center for Creative Leadership, a research and leadership-training firm based in Greensboro, N.
Another reason to embrace setting leadership goals, experts say: Treat it as a change initiative, and it can reprioritize your business strategy. People have to be willing to invest in new approaches to a job, and updating your company's core goals is a good place to start. If your business is still reeling from the recession, putting employees through leadership workshops can help re-motivate them, boost camaraderie, and create new challenges that have the potential to stimulate creativity.
Dig Deeper: How to Set Business Goals Creating a Leadership Development Program: Identify Leadership Candidates Identifying the employees best suited for leadership can be tricky, and theories vary on how to best identify those candidates within your organization. Disney focuses its development programs largely on promoting from within, and more than 60 percent of its management comes from its existing staff, Jones says.
The company also keeps an informal, hands-off approach to its succession program by setting goals and then standing back. Examples: All youth receive same activities regardless of age and background. Examples: Youth are grouped by age e.
Examples: Program staff understand and tailor activities and practices to address developmental characteristics of different age groups e. Some youth are grouped by gender to address cultural considerations, or for specific types of discussions such as sexual and reproductive health.
The program does not intentionally provide opportunities for youth to master new skills and experience challenging activities to develop confidence in their abilities. The program encourages some youth to master new skills and experience challenging activities to develop confidence in their abilities, but these opportunities are limited to within the program.
The program encourages all youth, including marginalized youth, to master new skills and experience challenging activities to develop confidence in their abilities, but these opportunities are limited to within the program.
The program encourages all youth, including marginalized youth, to take on challenging activities within program and in real-world settings. Examples: Program does not introduce challenging skills or focus on building confidence among youth. Examples: Youth have opportunities to facilitate program meetings or activities. Staff are encouraged to make an effort to engage marginalized youth into program activities and recognize they may need different methods to build their confidence and take positive risks.
Program activities push youth beyond their comfort zone and foster positive risk-taking through public speaking, trying a risky sport or outdoor adventure, or taking on a leadership role. The program design or curriculum does not provide opportunities for youth to develop plans and visions for the future. The program design or curriculum has infrequent opportunities for youth to develop plans and visions for the future. The program design or curriculum has some activities for youth to practice goal setting and planning their future.
The program design or curriculum purposefully and explicitly incorporates skills that contribute to youth agency such as goal setting and positive visions for the future. Examples: The program does not have a set curriculum, or the curriculum does not emphasize developing future plans and visions. Examples: Program has a clear and written plan for providing youth opportunities to practice and master goal setting and future plans.
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