Create Your Leadership Development Plan
Now that you have a sense of who you want to be as a leader, see last week’s discussion on Be Before You Do, it is time to create a leadership development plan that will help you become the leader you envision for yourself.
Leaders in Transition, Capability and Psychological Shift
Leaders in transition need to reskill in many ways. It is necessary to develop new capabilities related to the new role, as well as make the psychological shift that will move you from leader in title to leader in practice. The physical change is quick, new office, new view. The capabilities will take some time, and the psychological switch takes the longest and is the most dynamic and unpredictable switch. The last one is tricky because it rolls with ups and downs, doubt, fear, overwhelm, anxiety, depression, to hope and enthusiasm. This shift is the most complex and often the culprit for a leadership fail.
Develop Your Leadership Capacity Deliberately
Developing your leadership capacity and persona deliberately with the right coaching and supports around you increases the opportunity for success.
Start With a Clear Plan
Begin your leadership development plan by working through these steps.
- Take stock of where you are, what your strengths and challenges are, and where you are in the psychological transition.
- Determine where you want to be and on which leadership aspects you need to focus your development first in your leadership development plan.
- Gather feedback from others so you can understand how others perceive your leadership to reduce blind spots.
Stay Open, Curious, and Accountable
Success in defining your leadership development plan is dependent on being open, curious, agile, and absolutely committed to being the leader you have defined for yourself. Internal honesty is paramount to ensure you can perceive your leadership as others do without if’s, and’s, but’s or when’s. Finding ways to hold yourself accountable and measuring your development also require concerted effort.
A Practical Example, Mike’s Emails and Leadership Presence
Sometimes, important pieces of our personality need adjustment, like Mike who always considered himself to be a relatable leader. He was comfortable talking with almost everyone, and he had a quick wit that could soften the mood and capture people’s attention. So, he was surprised when his 360° review came back with comments suggesting that his emails were at times confusing, or reduced his leadership presence.
After processing the new information Mike decided to address the issue head on, so he spoke with some of his 360° participants and learned that small jokes in his emails fell flat because others did not have the shared context to appreciate them. He also discovered that, although some self-effacing humour during personal or small group conversations helped his relatability, in emails this approach only detracted from his leadership persona. Mike’s gut response was, to heck with it, I will avoid humour at all costs, it just makes things worse. Over time he realized that he can and should manage his sense of humour, it is an important part of him, but like everything, there is a right place and a right time.
The 360 feedback highlighted how email tone shapes leadership presence, and it gave him a clear focus area for his leadership development plan.
Keep Tuning Your Leadership
Being a leader is a journey. There is always room to learn and improve, and to broaden your leadership capabilities. There is no world’s best leader, different circumstances create different leadership opportunities. Tune your skills so you are the right leader at the right time more often. Return to your leadership development plan often and refine it as your context shifts.
