What are the best ways to adapt your leadership development program to changing contexts?

Em primeiro lugar para identificar as lacunas deve-se levar em considera??o a diferen?a de competências na sua equipe nas 4 fases do processo de aprendizagem. Esse processo avalia a rela??o entre capacidades e consciência desta capacidade, é preciso esfor?o e resiliência para avan?ar para o próximo nível. Incompetência Inconsciente: N?o sabemos fazer algo e n?o temos consciência de que n?o sabemos. Incompetência Consciente: N?o sabemos fazer algo mas temos consciência de que n?o sabemos. Competência Consciente: Sabemos fazer ou executar algo, mas ainda n?o dominamos a técnica. Competência Inconsciente: Domínio absoluto da técnica. Investigue: Em que fase está o desenvolvimento de competências de cada componente da sua equipe?

* Know the intended outcome! Too often the leaders we work with are unclear of the desired outcomes. Ideally you identify measurable goals that align with the company purpose, mission and values. * Have a framework! Don't just randomly piece together a program when you decide you need to boost leadership skills, know HOW you and your team approach development. * Ensure you have a feedback loop that is simple, powerful and is integrated into the day to day functioning. Super simple, but without these you will waste a ton of time, money, focus and energy and I don't know one executive who has more than they need of any of those!

Creating a holistic leadership frame can aid in ensuring that the programs are delivering the right value. 1. Define the target outcomes of the program - Is it creating leadership bench strength, developing specific competencies, improving the readiness of potential successors, or any other outcome? 2. Organisation's Vision and Goals - Identifying how can these programs support the achievement of the vision and goals and incorporating that into the design. 3. Evaluate industry trends - Most of the interventions are future-focused and the trends may indicate the focus areas. 4. Assess the current state of the desired competencies - This will highlight the gaps between the 'as-is' and 'to-be' states, and competencies that need more focus.

I always start by conducting a thorough analysis of the clients' organization, taking into account its current leadership landscape and future goals. This might involve reviewing existing talent and performance data, gathering feedback from employees, and benchmarking against industry standards. The goal is to identify areas where leadership development is most needed and where potential gaps exist.

Ask questions: -Is my program relevant to the goal? (who, when, why, where, what, how...) -Have I calculated if the program should be effective and made a timeline for measurement in between? (survey; weekly, monthly...) -Is my program adaptable to changing contexts/needs/gaps? (scope, purpose, customer's needs, internal needs, law regulations, results from surveys - it shows gaps in planning...)

O primeiro passo para o desenvolvimento de lideran?a é o autoconhecimento. Elabore perguntas para eles responderem como: Qual o impacto que você gera em seus relacionamentos profissionais, familiares e na sociedade? Quais s?o as características que você gosta em você? Cite algumas coisas que você n?o faz muito bem. Lembre-se de assuntos que você foi elogiado recentemente. Quais s?o os temas que você gostaria de receber orienta??o? Além disso procure teste de personalidade como o MBTI que ajuda a: Conhecer a si mesmo. Expandir a sua possibilidade de influência. Estabelecer Rapport mais rapidamente.

Assessment tools play a vital role in gauging progress and providing feedback. Implementing 360-degree leadership effectiveness assessment has helped my participants track their growth and identify areas for improvement. For example, if the focus is on improving interpersonal skills and self-awareness, I suggest incorporating workshops and interactive group activities that encourage participants to practice these skills in a safe and supportive environment. On the other hand, if the client is targeting strategic leadership development, I introduce case studies, simulations, or business strategy projects to challenge participants' decision-making abilities.

One good example is to make a Methods and Tools Matrix. Example Rows: Informal learning, Formal learning Columns: 1, 2, 3 (importance) Make a Matrix for all the relevant elements and calculate the best approach.

The learning modalities can play a significant role in the effectiveness of the program. Navigating between choices on these can often be difficult. Considering the following three factors can help in ensuring the right methods: 1. Learning objectives - Certain objectives require specific methods and hence these may dictate the choice. 2. Learner preferences - Mapping the participant profile/ persona and understanding their preferences is key for success. 3. Learning constraints - Identifying the constraints (budget/ time/ location /others) that may influence the design, often is a critical step in the initial phase.

Involving the stakeholders and understanding their needs through various evolutions of the leadership development and organizational change process is vital to growing and progressing as leaders and an organization. Getting feedback before any change and implementation will communicate the fears of stakeholders and their need for development. This can be acquired before the planning stage, during, and even in beta testing before releasing the changes to the majority of people. Stakeholders exist both internally and externally and need to feel incorporated in the decision-making and change mechanism.

Stakeholders include not only program participants but also senior leaders, mentors, and even peers who can influence and support the development process. I'm a huge personal fan of involving mentors in such programs. Mentors play a vital role in providing guidance and support to participants. My clients have hugely benefited by pairing program participants with experienced mentors within the organization fostering a culture of learning and accelerating leadership growth.

You should communicate stakeholders based on their power of influence. So, make a Stakeholder Matrix and communicate program with them in an informative way or more involving way, depending on their influence power and knowledge.

Asking 'whose needs will the program fulfill?' is a good way to identify who can be the sponsor for the program. Co-creating the program with the stakeholders ensures alignment of expectations, top-down support, approval of requisite budgets, and most importantly, the right contextualization of the program design. The co-creation approach brings together the subject matter expertise (of the L&D specialists) and the business context (with the business leaders). Often, when programs get co-facilitated between L&D facilitators and business leaders, the participants find the insights more meaningful, contextual, and ready to apply.

My biggest learning as a leadership development facilitator is that adaptability ensures that the leadership development program remains a dynamic and forward-looking initiative, capable of preparing leaders to excel in an ever-changing business landscape. For that, the biggest preparation from my side is my willingness to be flexible in program design allowing me to address emerging leadership needs effectively and to fine-tune or replace elements that are not delivering the desired results.

Be aware of change. Include places in your program, so that you can easily change it: -Data from surveys (trainees, competitors, market...) -Ammendments or new Laws and Regulations (localy and internationaly) -Kaizen (constant improvement)/Learn from the challenges

The business ecosystem in which organisations operate is rapidly and constantly evolving. This means that the competencies and skills required to succeed may also change over a period of time. Identifying a checkpoint (e.g. annual), to assess if any changes need to be made to the program design, or if any competency has to be added/ changed/ emphasized, can help in ensuring that the program remains contemporary with the changing times.

Do it. It's a small thing that have a big impact. This is the reason why some employees leave a company. At least, tell them "thank you" publicly. Take it seriously.

Célébrer c'est exprimer sa joie d'avoir atteint un résultat mesurable ou observable. D'où l'importance de bien viser des cibles personnalisées et affichées en début de parcours, pour bien pouvoir fêter l'atteinte après. ??

The PDAC model (Plan-Do-Check-Act) stands the test of time. To my experience, as every change we make require time and continous supervision, therefore, emphasizing the vital 'Action' and 'Check' phases. Checking results for failures, or unsuitable adjustment and completely resolve them is a must before proceeding.

This part is similar to "Adapt to the changes", or to be precise, it's a part of it. Every day we learn something new. And it's great. But there is one important task to be done. To record findings and implement what we have learned.

After carefully assessing the company's needs and desired changes, it is prudent to break down the goals into smaller, manageable objectives. Implementing changes in shorter, well-defined periods allows for focused efforts and better monitoring of progress. This approach not only ensures a more systematic and effective implementation but also facilitates agile adjustments based on real-time feedback, leading to a smoother transition and successful attainment of the desired targets.

My approach centers on a deep understanding of organizational needs, customizing content, and employing diverse learning methods to engage participants actively. Through continuous feedback, assessment, and adaptation, I ensure that leadership development remains relevant and effective in the face of changing contexts. My commitment to diversity, inclusion, and long-term growth, coupled with the support of senior leadership, has consistently produced measurable and impactful results. I take pride in my ability to communicate transparently, allocate resources wisely, and lead organizations toward a future where leadership thrives.

Including the aspirations and development needs of the target audience in the schematic is critical. Tailoring the program to the target audience is critical for them to see the value and find the answer to 'What's in it for me'. Close alignment here can lead to consistent engagement through the program journey.