How do you choose the best leadership development model for your organization?

**Choosing the best leadership development model involves:** 1. **Assessing organizational needs:** Identify leadership gaps and desired outcomes. 2. **Analyzing leadership competencies:** Determine essential skills and behaviors. 3. **Considering organizational culture:** Select a model aligned with values and practices. 4. **Evaluating resources:** Balance budget, time, and internal expertise. 5. **Involving stakeholders:** Seek input from leaders and employees. 6. **Piloting and refining:** Test the model, gather feedback, and make adjustments.

This is the essential model for developing those in the frontline workforce. A leadership development program that works with desk-less and on-their-feet employees, and one that creates tools, methods, and learning formats that work on the job- that's a program that truly has potential for impact. The desire is there*, this is the model to meet the opportunity. *This Mckinsey report shows 79% interest in this workforce for job growth: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/bridging-the-advancement-gap-what-frontline-employees-want-and-what-employers-think-they-want

When selecting a leadership development model, one should consider: 1. Strategy: consider the leadership competencies and skills needed to drive your strategy. Aim for a model that will support your objectives. 2. Values & Culture: The model should reinforce the desired behaviours and qualities the organisation wants to see in its leadership. Thus alignment with the values and culture is key. 3. Adaptability: Leadership development is a long game. The model you choose should sustain the organisation through the many challenges and changes it will face. Knowing your organisation's leadership development needs, through an assessment, will identify development goals and inform the model.

This model works for all types of supervisors, managers and leaders. As adults, we arrive too. job with a toolkit rich with experience, most of which we have curated on the journey, through interactions with peers, mentoring from leaders, and learning and unlearning, to refine what we retain as fact, process or value. This model calls for deliberate training offerings, and not just making leadership development training. thew responsibility of one person, but rather, an agreed offering for the collective good of the company. Follow that up with a suitable mentor or coach, and then compliment that learning via other leaders in the business sharing and growing.

Any time you can fully transform someone into the best version of themselves, do exactly that! At the same time, don't get caught up in using the "right model". Often, you'll need a combination of a few at least to really be an effective leader and coach

One thing I have found helpful that transforming model is very effective in organisation growth. Because leadership based on a 3 emotional factor trust empathy and progressive mindset.

This model is particularly relevant in industries undergoing significant change, such as the energy sector's shift towards decarbonisation. My perspective is that transformational leadership, which focuses on inspiring and motivating employees to exceed their own interests for the good of the group, is crucial in navigating such transitions. It fosters an environment where innovative solutions to complex challenges, like those in energy management, can be developed and implemented.

It emphasizes authentic leadership, strong corporate culture, and empowering employees to take ownership and be creative. Transformational leaders act as role models, provide intellectual stimulation, and offer individualized consideration to followers. This leadership style can improve employee performance, well-being, and retention, while fostering a culture of proactive behavior and positive attitudes

This is the necessary model for those leading/managing the frontline workforce. The demands of these roles require in-the-moment decision-making for unique and ever-changing circumstances. This model should ground the four styles in consistent vision, values, and goals. A program that enables and empowers leaders to respond in various ways that all support the same vision, that's a powerful program!

This model advocates for adapting leadership style to the maturity and competency level of the team members. It resonates with my coaching approach, where I emphasize the importance of flexibility and context-awareness in leadership. Especially in sectors like the energy sector, where the workforce may have diverse levels of expertise and readiness for change, situational leadership can be particularly effective.

It posits that effective leadership is not one-size-fits-all; instead, leaders should assess the specific situation and adjust their approach accordingly. This model categorizes followers into four maturity levels, allowing leaders to choose from four corresponding styles: directing, coaching, supporting, and delegating. This flexibility helps leaders meet their team's needs and enhances overall performance and engagement

Define clear objectives and desired outcomes for your leadership development program. Evaluate different models like the 70-20-10 model, transformational leadership, situational leadership, etc. and select the one that aligns with your needs and goals. Design and deliver the program using a mix of methods like formal training, on-the-job experiences, feedback and coaching. Monitor progress and impact using qualitative and quantitative indicators, and regularly review and revise the program based on feedback and results. Ensure the chosen model is supported by leadership, integrated with your culture, and focused on long-term sustainable growth.

Indeed, there is no one-size-fits-all model, though our complex and dynamic world requires a fresh approach that centers our human stakeholders. People underlie virtually all aspects of modern business planning, decision-making, spending, consuming — research, design / development, production, quality, marketing, sales, service, support, sourcing, distribution, and much more… Human-centered, or (re-)Humanized, Leadership development emphasizes emotional intelligence, communication, coaching, and other people-development skills needed to leverage the competence, capacity, and capability within our people when they’re enabled and inspired to bring it all fully to bare!

Choosing the right model involves a thorough assessment of the organization’s current and future leadership needs, its culture, and the specific challenges it faces. Implementation should be strategic, involving clear communication, training, and support structures to ensure sustainability. Drawing from my strategy consulting experience, I recommend a structured approach that includes setting clear objectives, engaging stakeholders, and continuously monitoring progress to adapt the strategy as needed.

The 3 critical factors to consider are 1. Identify the organizational context, values and objectives and define the key leadership attributes and competencies required for leaders 2. Identify current challenges faced by leaders and the reasons for it so that they can be addressed through the program 3. Identify future challenges for the organization and define leadership goals for these Build your leadership program based on these factors and then you will have an effective program

Firstly Do a comprehensive assessment of your organization's goals, culture, and current leadership capabilities. Clearly define your organization's objectives and identify the specific leadership skills and competencies needed to achieve them. Also assess your current leadership team's strengths and weaknesses through evaluations, feedback, and performance reviews. Then, research various leadership development models and programs, considering factors such as alignment with your organization's goals, scalability, flexibility, and track record of success. Additionally, involve key stakeholders and decision-makers in the selection process to ensure buy-in and support.

By ensuring the model you select is aligned to the desired organisational culture, core values, and leadership maturity of your organisation

If you are a leader wanting to choose "a" right model for leadership, it may not be possible . Leadership is contextual . Leaders need to change gears and shift their leadership styles to suit situational and environmental contexts . Leaders may wish to choose between A) being autocratic or B) participative or C) being " laissez faire " , and leave the team working to the team What works or what does not is left to the personal choice of the leader and his /her contextual understanding of the organisation