How can you create a clear vision for leadership development?

Vision is something that comes from within and can not be framed by influence, so it has to come from a very organic place which has absolute conviction about something none whatsoever. If somebody believes that there is something that needs to be done and has a revolutionary idea that proposes a solution to it, vision will create its own ways. Coaching in this regard is all about igniting the same newfound spark in it, that gets lost very every now and then.

Having worked in Succession Planning and Executives development programs, I believe that most Organizations do not know where their EXECUTIVES really stand as to the modem Leadership competencies in the world like Influencing & Persuading, Leading other Leaders, Mentoring Talents as well as Leading Transformation. Some of the basics are lost between conflicting stakeholders, organisation politics and high uncertainity in the business world. Having a health check through Development Centers can better define what is really needed. Especially that external Mentoring is highly in demand...

Backwards thinking, I see VISION as if we’re looking through a telescope ??. At the end, long-term, what exactly are we building, why (purpose) are we building “it”, will others fully understand, believe and contribute to the VISION, and how will measure the desired outcome (daily mission).

Set Clear Goals and Expectations by Clearly communicate your vision, goals, and expectations to your team. Setting clear objectives and providing guidance can help your team understand what is expected of them and work effectively toward common goals.

First, you have to define who you are and what you value. Read books from leaders that have accomplished something. My initial guidance came from General Patten and how it can be applied to business. One of the greatest leaders I ever had the privilege to work with was Mitch Daniels, former Governor of Indiana, former president of Lilly USA, former President of Purdue University. He had values and never shied away from difficult situations.

Creating a clear vision for leadership development involves defining guiding principles that align with organizational goals and values. These principles serve as a compass, shaping the leadership culture and behaviors. Start by identifying core values that resonate with your organization's mission. Then, articulate principles that reflect these values and address the unique challenges of your industry. Ensure these principles are actionable, fostering a culture of continuous improvement and adaptability. Regularly revisit and refine them to stay responsive to evolving organizational needs and industry dynamics.

It is vitally important to define and follow four guiding principles while articulating the vision for leadership development in an organization. 1. It is easier and productive to build on the strengths of the individuals than trying fixing their weaknesses. 2. It is of course important to identify and fix an obvious development need if the skill/attribute is critical to success in a particular role. If it is absolutely difficult for the individual, it is better to change the role of the individual. 3. Individual performance and team performance programs should not be confused. 4. There is no one size fits all when it comes to leadership development programs. A baseline exercise for the participants is an absolute must!

Defining your principles is core to your leadership development. I’ve learned that when you are clear about your values and what you believe in you’ll take the right risks and create the opportunities to achieve your goals. You’ll bring people along with you because they can see the clarity of your vision and how it is aligned with the success of your team and organization. How you define your values and principles and then activate them to achieve your aims is another matter. There are several experts with frameworks, but begin with quiet reflection, pen and paper. Then do your research to find a coach or framework to activate what you’ve learned about yourself to a greater purpose.

Outline the core behaviors and mindsets you want to cultivate in leaders, anchored to company values and culture. This forms guiding tenets that shape development priorities, inform program design down the road. Example principles could include model courage and resilience, leverage diverse voices, foster radical candor and trust.

Aren't the principles of leadership development the same as the principles of the company/organization? These should be the same. If so, then great! If not then start with the organization's principles.

In addition to setting SMART goals, linking leadership development outcomes to key business metrics like customer retention or revenue growth can directly demonstrate the impact of effective leadership on organizational success. This approach not only helps in tracking progress but also emphasizes the strategic importance of leadership in achieving broader business objectives.

Specify measurable results that exemplify your leadership principles in action. Establish targets around improved innovation rates, employee engagement scores, succession pipeline strength, lateral development opportunities as indicators you are getting there. Ensure tight linkage to business impact.

Articulated outcomes that have both quantitative and qualitative elements are useful to ensure clarity and compliance. For example, having the goal "to grow production" can be clearer and easier to benchmark by refining the outcome to: "we will grow production by 100 units at twice the capacity over the next year." Now the team has the ability to plan how they can meet those targets--perhaps through monthly or quarterly increases. Likewise, accountability is essential to articulating outcomes. Team members should be involved in the outcome-generating (strategic or tactical planning) process, know their role in the outcome, and how their success in achieving their designated benchmarks will be measured and rewarded.

Also, ensure you can describe the “people” level impact of your outcomes. People, including boards, constituents, funding entities, etc. remember stories that are illustrative of your metrics. People can become numb to numbers and figures but personalized stories??? Those stick

Recognizing your desired outcome is the first step in carving out a strategic path forward. By envisioning this path, you can articulate specific goals that act as beacons, illuminating the journey of leadership development. These clearly defined goals guide leaders in channeling their efforts towards impactful and meaningful objectives. Leaders can then deconstruct these broader objectives into tangible, individual goals, allowing for a more targeted and efficient allocation of resources. This methodical breakdown not only simplifies complex objectives but also ensures that every step taken is a stride towards the ultimate aim.

I think this is the most important and fun step. A vision that's not communicated is only an idea. To make the vision a reality, it should clearly, creatively, and consistently be communicated. For example, the vision statement should be incorporated in job postings, interviews, and onboarding for leadership positions. It should be on the agenda of every leadership meeting. Perhaps there is a leader moment in which leaders share how they have demonstrated leadership this week or the one moment that inspired their leadership. It should be included in development plans and every current leader should discuss it with their team during performance or coaching sessions. The vision should be shared at every point of engagement.

In my ideal world fundamental leadership theory and practice will be taught to every physician from medical school onward, will be considered a core competency on par with cognitive and technical skills, and will be recognized as a powerful enabler of improved team performance and patient experience/outcomes.

One of the best practices of high-performing organizations is that your vision is widely shared, widely known, and widely believed. If others know your vision and have bought into it, they help you realize your goals. They unofficially become part of your team. Do not be a famous secret and share the vision of how you want to make a difference in people's lives and impact your own life and that of the people you seek to serve.

Stories deeply resonate with people and serve as a powerful method to communicate the intent behind a vision. By crafting a narrative that intertwines the vision with past successes, present challenges, and future goals, the message becomes not only more engaging and relatable but also significantly more impactful.

I believe that Communication is the essence of Leadership. And, communication is just not communicating the vision to the team. It's about designing the vision together through open communication channels. In this process, Vision gets communicated, shared and owned.

An important aspect to reflect on and understand is that Great Leadership is not like a degree you earn and once you get it, you have it for the rest of your life. Once a Great Leader, not always a Great Leader. Great Leadership is more like a language. You learn it and as long as you practice it actively, you’ll be fluid on it. When you stop practicing it, you start to forget it and you are no longer great at it. Great Leadership needs continuous practice and it benefits from immersion. It requires interest and curiosity. That’s an important reason why for Great Leaders to remain Great Leaders in time, they require continuos Leadership Development Training.

Remember that your leadership development strategy can (and perhaps should) involve every part of the organization- not just your key talents, and high potential employees. While key talents and robust succession planning is critical, every employee contributes to organizational culture, efficiency and success and therefore a strong leadership development strategy so address each segment of your workforce. Consider how you DEI, leadership development and employee engagement strategies work in concert as opposed thinking of them as separate instruments reading different sheet music at the same time.

Continuous Learning I have found that embracing continuous learning is an invaluable asset. Engaging in courses, books, or workshops has widened my understanding of evolving business dynamics. I have developed skills such as adaptability, critical thinking, and innovative problem-solving—vital attributes for effective leadership. This world is rapidly evolving, and staying abreast of new methodologies and technologies ensures we're agile and capable of steering through unforeseen challenges. Learning sparks inspiration, encouraging fresh ideas and approaches. A well-rounded knowledge base empowers leaders to make informed decisions, leveraging diverse insights gained from continual learning.

Building a vision for leadership development is the first part ... quickly followed by creating, implementing, and measuring/monitoring a multi-pronged, focused approach to growing the skills and competencies across the organization. This could include sponsorship, mentors, individual/group coaching, training for all, leadership development for high performers/high potentials, just-in-time development, fun ways of learning together, and so much more!

Effective leadership is not about the leader. One of my favorite quotes is by Eleanor Roosevelt who said "A good leader inspires people to have confidence in the leader, a great leader inspires people to have confidence in themselves". Allowing people to realize their own greatness provides an organization the power to go beyond mere words to allow innovation to occur. Change is where innovation and ideas thrive so bring out that change in those around you.