Chapter 3 - Skills for Developing Yourself as a Leader

steps to create high impact development plan

1. career and development objectives 2. criteria for success 3. action steps 4. whom to involve and when to reassess dates 5. stretch assignments 6. resources 7. reflect with a partner

3 ways to transfer learning to new environments

1. constantly update development plan (live document) 2. practice new skills in new environment 3. coach others in development of new skills

10 percent stretch

conveys the idea of voluntary but determined efforts to improve leadership skills; analogous to physical exercise -measurable yet manageable change

the third month

- communicate and drive change - establish culture - team off site: values - strategy operating rhythm - improvement areas - subteam analyses

technical competence

- concerns the knowledge and repertoire of behaviors one can bring to bear to successfully complete a task - usually acquired through formal education or training, on-the-job training, or experience

learning from experience

- creating opportunities to get feedback - taking a ten percent stretch - learning from others - keeping a journal of daily leadership events - having a developmental plan

building technical compentence

- determining how job contributes to overall mission - becoming an expert in the field - seeking opportunities to broaden experiences

before you start

- do your homework - Prehire data gathering - Posthire activities

things to work through during off site

- get agreement on the critical attributes and values of team members - create a team scorecard - establish operating rhythm - establish task forces to work on key change initiatives

the first two weeks

- lay the foundation - meet team members - meet peers - meet stars - other meetings - develop relationships determine future allies

how to establish and maintain good peer relationships

- recognizing common interests and goals - understanding peers tasks, problems, and rewards - practicing a theory y attitude

two things you can do to increase the likelihood of positive results (for superior/follower relationship)

- understanding superior's view of the world -adapting to superior's style

the first day

- you only get one chance to make a first impression - Meet your boss - Meet your entire team

the first two months

-strategy, staffing, structure - obtain external perspectives - strategy/structure/staffing - socialize decisions - substantive issues - get feedback

GAPS

1. Goals -where do you want to go (career objectives; career strategies) 2. Abilities - what can you do now (what strengths do you have for your career objectives; what development needs will you have to overcome) 3. Perceptions - how do others see you (360 feedback - boss, peers, direct reports) 4. Standards - what does the organization or boss expect of you (expectations)

phases of development planning

1. identifying development needs (GAPS analysis) 2. analyzing these data to identify and prioritize development needs 3. the prioritized development needs are used to create a focused and achievable development plan 4. periodically reviewing the plan, reflecting on learning, modifying or updating the plan as appropriate 5. transferring learning to new environements

gaps of GAPS

analysis that helps leaders identify high priority development needs, but does not lay out specifically what to do

influence without authority

more and more people are finding that their jobs require them to influence others despite having no formal authority over them

developmental planning

systematic process of building knowledge and experience or changing behavior