Developing A Personal Leadership Development Plan: A .

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Developing a PersonalLeadership Development Plan:A Practical GuideCaryl A. Hess, PhD, MBADirector, Cleveland Clinic Academy, Samson Global Leadership Academy& Executive Visitors’ Program

AGENDAObjectives:1. Why does a plan matter?2. What are the elements of aleadership plan?3. How can mentors/coaches help?

Why Does a Leadership Plan LeadershipPlanA picture of where the Baltic and North Seasmeet. The opposing tides cannot mergebecause of their different densities.

Why a Written Leadership Plan?“Leadership is the capacity to translatevision into reality through planning.”--Warren BennisAmerican scholar thought to bethe pioneer in the worldof leadership studies

Why A Written Plan? Diet .vacation .taxes .home budget . RESEARCH “Writing your Vision”- In 1976, Harvard asked its graduating seniorsif they had written visions statements.- 97% reported that they did not write theirvision statement- By 1986, the 3% who had written their visionstatements were worth more than the wealthof the 97% combined.

Do Physicians Plan?The Advisory Board, Inc.Physician Participation in Professional Development (2006)34%66%Physicians UninvolvedPhysicians Involved

Your Leadership Plan: HandoutMany “plans,” but common elements include thefollowing: Leadership vision Examples of role models/mentors Blind spots Learning agenda Mission statement Early wins Realignments Coalitions

Why Focus on Your LeadershipVision?Completes Your ImageThis statue, created by Bruno Catalano, is located in France.

Not Just Any VisionFive Leadership Commitments: the Way - Find your voice and set the exampleInspire a Shared Vision - Envision the future and enlistothers in your visionChallenge the Process - Search for opportunities,experiment and take risksEnable Others to Act - Foster collaboration andstrengthen othersEncourage the Heart - Recognize contributions andcelebrate values and victories

Political Leadership VisionI believe that theworld must be safefor democracy.- Woodrow Wilson

Social Leadership VisionI am a missionaryof charity for all ofthe poor, sick,orphaned, anddying.- Mother Teresa

Business Leadership VisionI will lead at theintersection ofart andtechnology.- Steve Jobs

Elements of Your Leadership VisionA personal leadership vision statement can addressthe following questions: “As a leader, what do you want to create for yourself and thosearound you?” - Peter Senge from The Fifth Disciple: The Art & Practice ofThe Learning Organization (1994) What type of leader would you like to be 3 years from now?How do you want to think and feel about yourself, and thosearound you?What leadership goals do you want to accomplish?Additional help:Be short, concise and inspiring. Your personal leadership visionstatement should be viewed as a development strategy written inthe present tense.

Activity: What’s Your Vision? 3 minutes: Mindful of your EI, write your personalleadership vision statement 5 minutes: Share and provide feedback to thequestion, “Were you inspired to follow me?” Discussion

What’s the Role of a Mentor inLeadership Development?Maya Angelou is a poet, educator, historian,best-selling author, actress, playwright, civilrights activist, producer, and director.A mentor helps the person to interpret theworld.

Who Mentored You?Mahatma Gandhi’s mentor was Dadabhai Naoroji, an Indian leader who helpedto start the Indian Independence Movement in 1857. Upon learning of Naoroji’sintentions, Gandhi was eager to join in the efforts. In 1888, he wrote Naoroji aletter, which read, “ you will, therefore oblige me greatly if you will kindly directand guide me and make necessary suggestions which shall be received as froma father to his child.”Walter Cronkite, often called “the most trusted man in American,” liked to tellstories with great passion, a passion he learned from his high school journalismteacher, Fred Birney. “Fred taught me so much in those high school classes, andby securing me early jobs, he cemented my desire to be a reporter for the rest ofmy life. He was my mentor and my major inspiration,” added Cronkite.One of the defining moments of my life came in the fourth grade, the year I wasMrs. Duncan's student. As my mentor, Mrs. Duncan helped me to not be afraidof being smart. She encouraged me to read, and she often stayed after school towork with me, helping me choose books and letting me help her grade papers.

What Value Does Mentoring Offer?DATA – Qualitative and Quantitative Academic physicians with mentors publish more articles(Ramanan, Phillips, Davis & Silen, 2003)Lack of a mentor in healthcare hinders career progression(Maddix, 2002; Schor, 2004)Physicians without mentors reported lower salaries thantheir peers with mentors (Catalyst, 2003; Jackson, Palepu,Szalacha, Caswell, Carr, & Inui, 2004)Mentoring improves physician retention (Jones & Jowett,1997; AMGA 2007)Absence of mentoring is a barrier to the advancement ofwomen and minorities (Korn & Ferry, 2000; Catalyst, 2004)

Cleveland Clinic: Mentoring Formal program for MDs, DOs and PhDs Began as a pilot project in 2008 in MI Focus groups and surveys revealed- Desire for formal program- 8 domains of mentoring focus 150 have taken theorientation course 125 have gone on toparticipate in the program

Cleveland Clinic: Executive Coaches Professional development Emotional CompetenceInventory (ECI) by The HayGroup ECI certified coaches On retainer


Developing a PersonalLeadership Development Plan:A Practical GuideAssociation of Chiefs and Leaders of General Internal MedicineMay 9, 2012Caryl A. Hess, PhD, MBADirectorCleveland Clinic Academy, Samson Global Leadership Academy& Executive Visitors’ ProgramPage 1

TABLE OF CONTENTSTitleDescriptionLeadership Challenge: AssessmentUse this simple assessment in conjunction withthe five Leadership Commitments or Challengesas defined by Kouzes and Posner (2008) toprovide baseline data on for the individual orcohort on the five commitments. This mini-360 isa wonderful beginning for leadershipdevelopment.Leadership Challenge: AssessmentScoring SheetUse this scoring sheet in conjunction with theassessment on page 3. Once each individualcompletes their scoring, members can commenton their results or each person can place asticker reflecting their score on each of the fiveflip charts. The vertical scale on the flip chartshould be 1 to 25 and the horizontal scale is“Time”.3-Year Leadership DevelopmentPlanLeaders need a written plan. At the very least aleader must have a vision for their leadershipthat they can share with others and inspireaction. Reflecting on exemplary practices, blindspots, learning opportunities, personal missionstatement, early wins, strategic alignments,celebrations with the support of a mentor/coachshould help move a good leader to a greatleader.Page 2Page356

LEADERSHIP CHALLENGE ASSESSMENT**Directions: In the space provided under “Rating”, please provide your self-assessment to the followingbehavioral items. Rate each item honestly about yourself using the scale provided below. Theinformation from this self-assessment will be used only for discussion purposes.5 This behavior is displayed by me, as a leader, extensively.4 This behavior is displayed by me, as a leader, frequently.3 This behavior is displayed by me, as a leader, occasionally.2 This behavior is displayed by me, as a leader, rarely.1 I do not display this behaviorQUESTION: As a leader .RATING: Circle the most appropriate score1) I go looking for challenges that test my abilities2) I speak with conviction to others about the higherpurpose of our work3) I listen closely to all points of view before makingdecisions4) I periodically seek out feedback on myperformance.5) I coach and provide feedback to others.6) I challenge the status quo by thinking innovatively.7) I remain positive and optimistic about futurepossibilities.8) I help others accomplish their goals by removingbarriers.9) I sell the benefits of a course of action to others.10) I go out of my way to recognize theaccomplishments of others.Page 5

11) I set up little experiments to test new ideas orconcepts.12) I talk about future trends and how they will affectour work.13) I try to form partnerships and collaborativerelationships in my work setting.14) I reflect on my actions as a leader and seek tounderstand myself.15) I schedule celebrations for team accomplishments.16) I praise risk taking behavior that I see in others.17) I find the common ground when trying to enrollothers in an action.18) I inform and empower others so that they havefreedom in choosing how to do their work.19) I show people the steps needed to achieve theirgoals.20) I find creative ways to reward success.21) I analyze failures for lessons learned and potentialopportunities.22) I identify what is important to others I work withbefore I suggest a course of action.23) I insist that others grow and learn in their jobs.24) I keep others informed of our progress and what isstill needed to reach our goal.25) I encourage others when they are down or 34512345123451234512345123451234512345** Kouzes JM, Posner BZ. (2008). The Leadership Challenge, 4th edition. San Francisco: Jossey-Bass.Page 4

LEADERSHIP CHALLENGE ASSESSMENT**SCORING KEY FOR SELF-ASSESSMENTDirections: Please enter your ratings into the appropriate category and add the scores together.MODEL THE WAYENABLE OTHERS TO ACT4. Total INSPIRE A SHARED VISIONENCOURAGE THE HEART2. Total CHALLENGE THE PROCESS1. ** Kouzes JM, Posner BZ. (2008). The Leadership Challenge, 4th edition. San Francisco: Jossey-Bass.Page 5

3-Year Leadership Development PlanLeader sor:Section 1: Envision yourself as an exemplary leaderPlease write your personal leadership vision - what do you want to create for yourself and those around you?What type of leader would you like to be in 3 years? Describe your vision in a way that others at all levels of theorganization will understand and be inspired to act.During the past two years, recall three of your exemplary leadership practices that contributed to your success as aleader.#1:#2:#3:During the past two years, identify three blind spots in your leadership behavior.#1:#2:#3:Page 6

Now that you are more aware of your blind spots, identify how you will manage your leadership blind spots during2011 and 2012.#1:#2:#3:Section 2: Accelerate your learning by envisioning the futureRecall your leadership blind spots and vision from Section 1, what learning agenda or opportunities (formal andinformal experiences) will help you move your leadership vision forward? For example, your learning agenda mightinclude academic coursework, mentoring or training programs.#1:#2:#3:Write your personal mission statement. These tactical ideas that will help you accomplish your personal leadershipvision.Re-write your personal mission statement incorporating your learning agenda and your burning passion.Page 7

Section 3: Search for leadership opportunities and early winsList three recent tough decisions or critical leadership moments. How would you approach these opportunitiesdifferently next time in order to achieve early wins?#1:#2:#3:Section 4: Align your unit with the organization and then take risksSelect three strategic realignments for your unit that will provide the largest return for both your unit and theorganization. What are they? How will you accomplish them? Whose help will you need?#1:#2:#3:Section 5: Create coalitions, recognize contributions, and celebrate victoriesAfter you have identified your current supporters, opponents and convincible colleagues/employees, discuss threeactions that could convert a convincible to supporter?#1:#2:#3:Page 8

Recognition, particularly public recognition, is a valuable competency for a leader. As a Clinic leader, describe whatconstitutes “effective recognition” for an individual and group under your leadership.Capstone Considerations: Creating SynthesisNow that you have completed your Leadership Development Plan, you are ready to meet with your mentor and/orcoach. What would you like the objective of that first meeting to be?Page 9