Dear All,
I need help with designing a Leadership Development Journey for a certain cohort of high potentials. We are grooming them to take up higher leadership roles within a 12-15 month timeframe.
While I do have a tentative design in mind, it would be beneficial to receive guidance on new and effective practices that I can incorporate into the journey design.
We can discuss the participant profiles, the respective job descriptions, the competency framework, and all other elements in the next step.
Please get in touch with me if you have implemented a robust journey within your organization or if you can assist me in building a construct.
Thanks
From India, Mumbai
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I need help with designing a Leadership Development Journey for a certain cohort of high potentials. We are grooming them to take up higher leadership roles within a 12-15 month timeframe.
While I do have a tentative design in mind, it would be beneficial to receive guidance on new and effective practices that I can incorporate into the journey design.
We can discuss the participant profiles, the respective job descriptions, the competency framework, and all other elements in the next step.
Please get in touch with me if you have implemented a robust journey within your organization or if you can assist me in building a construct.
Thanks
From India, Mumbai
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Dear member,
I wish you had given us a little more information about the nature of the industry, the length of service of the cohort, the department in which he/she works, etc. Also, we need to know on what basis the conclusion has been made that the person in question "has high leadership potential." Have you conducted any psychometric tests, or is it a conclusion based on someone's observation(s)?
Anyway, I recommend you chalk out a "Leadership Development Programme." As a part of that, identify his/her future role. Later, identify the competencies required to perform that role. Thereafter, conduct the training on those competencies.
However, merely training on the competencies is not sufficient. You need to identify a mentor who can guide the person to implement those competencies. Post-training, this hand-holding is necessary. Otherwise, the training will go to waste. I have mentored a few professionals. Feel free to contact me for further information.
Thanks,
Dinesh Divekar
From India, Bangalore
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8071I wish you had given us a little more information about the nature of the industry, the length of service of the cohort, the department in which he/she works, etc. Also, we need to know on what basis the conclusion has been made that the person in question "has high leadership potential." Have you conducted any psychometric tests, or is it a conclusion based on someone's observation(s)?
Anyway, I recommend you chalk out a "Leadership Development Programme." As a part of that, identify his/her future role. Later, identify the competencies required to perform that role. Thereafter, conduct the training on those competencies.
However, merely training on the competencies is not sufficient. You need to identify a mentor who can guide the person to implement those competencies. Post-training, this hand-holding is necessary. Otherwise, the training will go to waste. I have mentored a few professionals. Feel free to contact me for further information.
Thanks,
Dinesh Divekar
From India, Bangalore
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Case Study on Cross-Functiona l Leadership Development Program for High Potentials.PDF
Leadership-and- teamwork-develo pment.ppt