Implementation - Developing Your Approach to Leadership Development Training

Many models are available for structuring leadership development programmes. Dahmen and Hammond (2002) have developed the following 11-step model shown below.

 Figure 1 - Dahmen and Hammond's 11-step Leadership Development programme model

The eleven steps in more detail:

• Convert goals into challenges - convert objectives, strategies and goals into specific leadership challenges. Align these to defined actions and behaviours that will lead to business performance and the meeting of business outcomes.

• Develop a leadership model - define what leadership means in your organisation and what it means to lead. Develop a vision and clear idea of what needs to be done and the critical characteristics and competencies required of leaders. Communicate this to all staff

• Assign coaches - identify coaches who emulate your leadership model and visions, and can challenge and support your leaders. These individuals may be internal or external to your organisation.

• Identify participants - identify those who could participate in the leadership development programme. This process needs to be as objective as possible and may include the development and meeting of specific selection criteria, a nomination process, self- selection processes etc.

• Conduct assessments - conduct an assessment of each person to identify their strengths and opportunities for development and improvement. Compare the results with the definitions, values, competencies and leadership model for your organisation.

• Train coaches - provide training to your coaches so that they can most effectively undertake their roles. Training can include e.g. giving/receiving feedback, creating development plans, providing work-based learning opportunities.

• Provide feedback to participants - provide feedback on the outcomes of earlier assessments. Use this information to structure the formation of a 'development plan'.

• Plan development - use the development plan to formalize the work that needs to occur to increase competency in the individual's skills and knowledge. The plan should include a reflective journal where the individual can write reflections and thoughts on their progress through the development experience.

• Design measures - design measures and targets that will assess progress and ROI. These ensure each participant is held accountable for following through on their development plans and strengthening areas of development opportunity.

• Provide solutions - this refers to the specific development activities that are to be used and can range from classroom teaching through action learning and self-reflection.

• Review and recognize - regularly review each individual's progress and recognize achievements that have been made. This may occur both formally and informally.

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