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JANUARY NEWS

Do You Have a Plan for 2018?

Now is the time when many of us write down resolutions. Do you have a plan for improving your leadership skills in 2018? Leadership development expert Dan McCarthy offers 10 Leadership Development Goals for 2018. Here are his suggestions for what to focus on in the coming year.

"New Year’s Leadership Development Goals—2018 Edition

The beginning of a new year. A fresh start! For many leaders, it’s a time to reflect on accomplishments for the past year and establish goals for the upcoming New Year. 

It’s also a good time to set leadership development goals, either as part of a formal development planning process, or just because it’s a proven way to continuously improve as a leader.

While leadership development goals should always be specific and relevant to the individual leader and linked to the organizational context, there are a few common ones that most any leader could benefit from.

1. Become more self-aware (and aware of others). I’ll learn more about my strengths and weaknesses. More about my own emotions and how to control them, about other’s emotions and how I am coming across to others, and how to harness this awareness of self and others to be a better leader. I’ll take a multi-rater assessment or figure out some other way to get an accurate assessment as to how I am perceived by others. I’ll take stock of my values to become clearer on what really drives my behaviors and what’s important to me.

2. Delegate more. My unwillingness or inability to let go is causing me to work long hours, preventing me from having the time to be more strategic, and is retarding the development of my team. I’ll do some serious self-reflection, or work with a coach or mentor, to figure out what’s causing me not to delegate. Is it my own ego? Is it a lack of confidence in my team? Once I get to the root cause, I will create a list of everything I do and make hard decisions on what to delegate, who to delegate to, how to do it, and by when. I’ll have conversations with each direct report and my manager, asking them for their input on what they think I should be doing less or more of.

3. Be more strategic. I’ll improve my ability to see the big picture and take a longer range, broader business perspective. I’ll learn to step back from the day-to-day tactical details of my business and focus on the “why”, not just the “what” and “how.” I’ll learn to speak the “language” of strategy and apply these concepts to leading my organization.

4. Be a better listener. I need to learn to pay attention and demonstrate to others that that I value what they have to say. I’ll use active listening, open-ended questions, body language, and eliminate distractions that get in the way of my ability to listen.

5. Become a better negotiator. I’ll learn the “art and science” of negotiation, and use proven negotiation techniques to collaborate and reach win-win outcomes with my manager, direct reports, peers, suppliers and customers.

6. Learn to resolve conflict. I need to stop avoiding conflict – and start dealing with conflicts head on in a more constructive way. I’ll learn different approaches to dealing with conflict – my preferred approach – and how and when to use more effective approaches. I’ll then apply what I’ve learned and tackle a lingering conflict that needs to be resolved.

7. Be a better coach. I need to spend more time coaching and developing my team. I’ll shift my leadership style away from always directing and telling and learn to guide and develop my direct reports. I’ll learn and practice the “G.R.O.W.” coaching model with each of my direct reports until it becomes natural and a part of my leadership style.

8. Develop my team. I’ll learn more about what it really means and takes to become a high performing “team”. I’ll do a formal team assessment to learn about our strengths and weaknesses, then work with my team to establish an action plan to improve. Possible improvement areas: building trust, establishing structure and processes that encourage and enable teamwork, and practice “shared leadership”.

9. Lead Change. I’ll learn from the classics: John Kotter, William Bridges, Peter Senge and others and apply these proven models and techniques to a significant change that I need to drive this year.

10. Stretch myself with a “strategic challenge” project. Work with my manager to come up with a developmental “learn by doing project”. Something above and beyond my regular duties that gives me an opportunity to learn and apply new leadership skills. I’ll apply many of the skills I’ve been working on under “live fire”, where the risks and rewards are high."

Dan McCarthy is an expert in leadership and management development. He is the Director of Executive Development Programs at the Paul College of Business and Economics, the University of New Hampshire (UNH).

Executive Forum helps leaders at every level build the skills needed to support the organization's goals. We focus on producing real behavioral change for our clients. Contact us to find out more about how we teach people to lead.

DATA POINT

Organizations spend more than $24 billion annually on leadership development, but many leaders who have attended leadership programs struggle to implement what they’ve learned. According to Forbes, it’s not because the programs are bad but because leadership is best learned from experience.

Research on leadership development shows that leaders who are in learning mode develop stronger leadership skills than their peers. Susan Ashford and Scott DeRue’s research on mindful engagement and experiential learning can show organizations how to build more effective leaders by helping leaders enter and move through the leadership learning curve.

"The bottom line is that by supporting leaders being in learning mode, organizations can develop the capabilities that leaders need to anticipate, respond to, and continually learn from the stream of emerging challenges to organizational prosperity."

 

 

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