An actionable leadership improvement plan enables you to leverage strengths and close the gaps on weaknesses. In this course, you will build your own plan that you can put into practice immediately and realize goals within the next two years. It lays the foundation for an evergreen process of selection and prioritization of skills, and action planning for sustained leadership development.
Leadership Competency Prioritization
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來自 Rice University 的課程
Personal Leadership Development Planning and Leading High Performing Teams
26 個評分
從本節課中
Module 1 - Leadership Development Plan
與講師見面
David Van KleeckProfessor in the Practice of Engineering Leadership
Rice Center for Engineering Leadership
The first step in the leadership planning process is to prioritize the leadership
competencies for whatever framework we're using in our workplace.
Whether it's the framework or your own from your own workplace.
Also, as part of this first step, we will use the prioritization matrix that
we've introduced in other modules within this specialization.
It was part of the reading that you were assigned before this lesson.
I'll revisit it here just to refresh our memories.
This was the Stephen Covey four quadrant method of prioritizing activities.
Here, we're balancing the importance versus the urgency.
We assign, in this particular case, a Roman numeral to the highest and
most urgent priorities.
And then categorize all of the competencies in one of these four boxes.
So now we refer to the actual competency matrix, again, part of the readings for
this course.
This happens to be an extract from the personal domain
of leadership competencies.
The matrix lists the competency itself, some of the characteristics of
that competency, and then there are four columns that have additional information.
The first column is the initial assessment.
This will be for the first time you go through this assessment process.
What is your current assessment of your skill level?
Based, again, on the Bloom’s taxonomy,
that we'll refer again to in our second module in this course.
The second column is the current assessment.
As you iterate through the planning process that current assessment
will change.
For you first time through, obviously, the current assessment and
the initial assessment are the same.
There then will be a column for the target level.
Based on discussions that you've had with your manager, your supervision,
you'll decide on what the target level is for each of the leadership competencies.
This should be a cooperative effort between you and your manager.
When you're in a leadership role, you should help
your followers decide what the target level is for each of the competencies.
Lastly, there's a column specifically for
the prioritization of the leadership competency.
Recognize that within the framework there are a total of 21 competencies.
And we're going to rank order these for your individual situation, two ways.
First, we'll assign the priority based on the Covey four quadrant
matrix that we used in the previous slide.
As our first pass through this process, we'll assign that.
What matrix or what box does it fall in in the prioritization matrix?
I would expect for the most part these are going to be either one or two.
If they weren't important, they probably don't deserve to be prioritized
within a domain of leadership competencies.
So, in this particular example we'll assign a box for
each of the competencies in this particular matrix extract.
Here, we've assigned Roman numerals I or II based on what we feel
is the relative priority of this particular competency.
Again, there are going to be a variety of subjective factors that help you determine
what that priority is, whether it's important or urgent.
As our second pass through the matrix,
we're going to rank order the competencies within each domain.
This will be a number that we assign, based, again, on subjective or
maybe even some objective measures and inputs from other people on what
the relative importance of the competency is within this particular domain.
We then combine the rankings to give us an overall assessment that
has two characteristics.
A measure of importance and urgency.
And also a rank order within the domain.
This will allow us then to have a sense for which are the most important
competencies to work on as we develop our plan of action with the supporting goals.
This then is the first step in our leadership development planning process
that gets us the start for selecting which competencies and
which goals that we will set and track as we grow our leadership skills.
