Leadership Development (LDP) Reflection summary

Leadership Development Plan

Christina Washek

22 March 2021

University of Maryland Global Campus

MBA 610 Leading Organizations and People

Dr. Evelyn Gonzalez-Figueroa

Leadership Development Plan

The Leadership Development Plan (LDP), is a roadmap that will guide me through consistent growth in leadership skills and attributes. Leade.rship Development plan is the core foundation to a productive beginning. It also serves as a guide throughout the entire leadership journey. This paper intends to define and discuss the necessary steps to achieve a well-developed strategy plan.

Purpose of Study

Wal-Mart has a high-performance culture based on inclusion. Wal-Mart is committed to unlocking the full potential of their workforce by giving every associate the opportunity to learn, grow and advance. They believe we are a stronger team when we include different perspectives and ideas at every level and across all areas of our company. This strong belief in the power of inclusion is woven into our associate programs, charitable giving and the relationships with suppliers.

Symbolic action, leaders serving as role models, this is an action that the leaders I have come in contact with have used. I am included in this category; I myself try to the best of my ability to become a role model for others at work. Upper management wants you to strive and be the best you can be so consistently help you try to move up in the company. Especially when you have someone that is salaried mentor you they make it their goal to help you prosper.

Operating policies, procedures, standards, and tasks are all designed with one goal in mind to encourage cooperation, teamwork, power sharing, and camaraderie among employees. The Wal-Mart team is known as a family. Without your team you cannot function. The store has to come together as a whole in order to produce results.

This is a long to short term oriented culture. Although, the company sets out for people to work long term, they have high turnover rates. This is from people that are not invested in their future, these are the young college students that are usually hired and want to receive immediate gratification. Being a part of this culture can help me to obtain the goals that I have given myself.

How I will Complete My Leadership Development Plan

Making sure I focus on three things:

• Leadership Skill/Goal

• Specific Mechanism

• Anticipated Outcome.

Here are the four steps I will use to complete my LDP.

Step 1: Analyze Your Skills and Attributes

The Leadership Self-Assessment assists me in thinking about the various aspects of leadership, my strengths and areas for growth. From this assessment, I can identify the skills or attributes I wish to grow, develop your goals, and ways to accomplish them.

Step 2: Refine Your Personal Intent Statement

I want to gain more confidence in myself, to be a better team player, to be a better communicator and to make a difference in the organizations to which I belong.

Step 3: Development of Goals

I referred back to the summary of my Leadership Self-Assessments. I need to develop a goal for each of the four leadership skills/attributes I would like to develop. I will need to be specific, measurable, acceptable by me, realistic, and accomplishable by a specific time.

Step 4: Specific Ways to Reach Goals

Now that I have my goals, what activities will I need to do to achieve them?

Leadership Competencies

Leading Change involves rapidly, effectively, and appropriately adapting behaviors and work methods to new or changing situations and acting with professionalism and integrity under pressure (Rubens, Schoenfeld, Schaffer, & Leah, 2018). It includes the ability to bring about strategic change, to meet organizational goals.

Leading People involves the ability to lead people effectively and with integrity toward developing and implementing an organizational vision that integrates key goals, priorities and values of the Strategic Plan (Moldoveanu, & Narayandas, 2019). It involves team commitment, conflict resolution, and valuing diversity and inclusiveness.

Building Coalitions involves the ability to develop networks and to collaborate across boundaries to build strategic relationships that facilitate achievement of goals. It includes the ability to build consensus and gain cooperation from others to obtain information and accomplish goals (Dou, Devos, & Valcke, 2017).

Results Driven involves the ability to meet organizational goals and customer expectations, make decisions, anticipate the needs of both internal and external customers, deliver high-quality products and services and commit to continuous improvement. (Chesley, Egan, & Jones, 2020)

Business Acumen (Resource Management) involves the ability to manage human, financial and information resources strategically.

Leadership Development Plan

Personal Intent Statement: Drive results through strategy, collaboration and development of others

Goal 1:

Leadership Area: Home

Personal Leadership Development

Leadership Skill: Being able to persuade

Goal 2:

Leadership Area: Others

Interpersonal Leadership Development

Leadership Skill: Being able to impact

Goal 3:

Leadership Area: Work

Group and Organizational Leadership Development

Leadership Skill: Being able to speak out

Goal 4:

Leadership Area: Environment

Community Leadership Development

Leadership Skill: Being able to understand

Key Behavior Enablers

1. Maintain discipline

2. Respect the time goals I set for myself

3. Read, stop to think and be curious about the world

Developmental Opportunities

1. Build relationships with my peers and learn their businesses

Attitude/Mindset/Awareness (changes I want to make in my approach)

· Prioritize my time toward people I don’t know in my client areas

· Continue to listen first, but speak with purpose – frame and name relevant issues/solutions

· Be aware of the fact that this is a relationship culture

Visible Behaviors (behaviors clearly evident to others)

· Demonstrate a willingness to learn the business

· Get regular 1:1 time with leader of each LOB to build rapport, understand expectations, and measure progress

· Be visible in their markets - get to know the people, places, priorities and perspectives

2. Enhance my executive presence

Attitude/Mindset/Awareness (changes I want to make in my approach)

· Elevate my thinking around my role in the organization

· Plan for and be disciplined in my preparation

· Become more proficient in how the company makes money

· Think of broader strategic connections across the enterprise and develop and leverage relationships to maximize those strategies

Visible Behaviors (behaviors clearly evident to others)

· Ask questions and challenge consensus thinking when appropriate; voice my own point of view more frequently

· Leverage relationships with other executives appropriately

· Demonstrate preparation and a grounded point of view using analysis/metrics/data as a basis for decision making

3. Influence business strategy – extend my reach beyond my own team

Attitude/Mindset/Awareness (changes I want to make in my approach)

· Make business cases more compelling

· Proactively look for opportunities to leverage my business capabilities across the larger organization (collaboration)

· Tie my business initiatives to the US business goals and objectives

Visible Behaviors (behaviors clearly evident to others)

· Speak at partner meetings/ sales forums

· Volunteer new ideas on organizational design and business improvements beyond my current scope

· Contribute more at meetings and forums

· Stay engaged; make eye contact

4. Live a healthier lifestyle

Attitude/Mindset/Awareness (changes I want to make in my approach)

· Value non-working and family time more

· Remember why I’m working and who I’m working for.

Visible Behaviors (behaviors clearly evident to others)

· Exercise 3x per week

· Maintain a healthier diet during travel, business meetings, dinners, etc.

· Commit to blocks of family-focused time during weekends

Identify strengths and weaknesses

Strengths:

1. High energy

2. Self confidence

3. Intelligence

Areas to Improve:

1. Dominance

2. Flexibility

3. Sensitivity to others

We don’t always see ourselves as others do (Alter, 2017). Research has shown that many people are not accurate in describing their own personalities, and that others can describe them more objectively.

Develop a plan for improving.

· I step forward and take charge in leaderless situations. I do not believe this situation is as bad as the rest but I will give other people a chance to become leaders. When I am at work this week I will step back and let others take the lead.

• I enjoy competing and winning; losing bothers me. I will sit down within the next day or two and play a game I know is a challenge and instead of being upset because I lost I will congratulate the winner.

• I am outgoing and willing to confront people when in conflict. I had to step back sometime and let people say whatever they want to say and not feel the need to express my opinion. Sometimes it doesn’t matter what I say because the person is still going to think and feel how they want.

Work on other areas for improvement.

• I am willing to learn new things at work, but when the old way seemed way better it takes me awhile longer to adapt. When learning new procedures at work I will do whatever is needed to get the job done, even if the old style seems more worthwhile.

• Since I want to climb the corporate ladder as high as a can I will need to be more flexible. No matter what is asked, as long as it does not go against morals, I will be willing and open.

Builds Trust

Objectives

I will instill pride in others for being associated with me.

I will go beyond self-interest for the good of the group.

I will act in ways that build others' respect for me.

I will display a sense of power and confidence.

Acts with Integrity Action Steps

Objectives

· I will talk about my most important values and beliefs.

· I will specify the importance of having a strong sense of purpose.

· I will consider the moral and ethical consequences of decisions.

· I will emphasize the importance of having a collective sense of mission.

Inspire Others Action Steps

Objectives

· I will talk optimistically about the future.

· I will talk enthusiastically about what needs to be accomplished.

· I will articulate a compelling vision of the future.

· I will express confidence that goals will be achieved.

Thinking Action Steps

Objectives

· I will re-examine critical assumptions to question whether they are appropriate.

· I will seek differing perspectives when solving problems.

· I will get others to look at problems from many different angles.

· I will suggest new ways of looking at how to complete assignments.

Coaches People Action Steps

Objectives

· I will spend time teaching and coaching.

· I will treat others as individuals rather than just members of a group.

· I will consider individuals as having different needs, abilities and aspirations from others.

· I will help others to develop their strengths.

Rewards Achievement Action Steps

Objectives

· I will provide others with assistance in exchange for their efforts.

· I will discuss in specific terms who is responsible for achieving performance targets.

· I will make clear what one can expect to receive when performance goals are achieved.

· I will express satisfaction when others meet expectations.

Monitors Mistakes

Objectives: I will do (less of /more of)

· Focusing on irregularities, mistakes, exceptions, and deviations from standard

· Concentrating fully on dealing with mistakes, complaints, and failures

· Keeping track of all mistakes

· Directing attention toward failures to meet standards

Fights Fires

Objectives: I will do less of

· Failing to interfere until problems become serious

· Waiting for things to go wrong before I take action

· Showing a firm belief in "If it isn’t broke, don't fix it"

· Demonstrating that problems must become chronic before I take action

Avoids Involvement

Objectives: I will do less of

· Avoiding getting involved when important issues arise

· Being absent when needed

· Avoiding making decisions

· Delaying responding to urgent questions

Timeline

Educational objectives:

1. To increase my knowledge of management by 5 percent by June 2021

2. To obtain my MBA within specified limits by December 31, 2021

3. To pass leadership in the 21st century with a B by July 2021.

Personal objectives:

1. To raise $2,000 for CMN (Children’s Miracle Network) by September 1, 2021.

2. To drive a gold cart course error free by the end of this summer 2021.

3. To build a playhouse tree house according to the blueprint by August 1.

Career objectives:

1.To implement a new associate training plan, using checklists by July 1.

2. To reduce overtime usage from my direct associates by 5 hours by June 2021.

3. To increase the number of customers entering the store by 2% per month by December 31, 2021.

Reference

Alter, S. (2017). Building a strong bench: your leadership development plan is your" secret sauce". Journal of Property Management, 82(1), 18-23.

Chesley, J. A., Egan, T., & Jones, H. E. (2020). ELEVATING LEADERSHIP DEVELOPMENT PRACTICES TO MEET EMERGING NEEDS. Journal of Leadership Education, 19(4).

Dou, D., Devos, G., & Valcke, M. (2017). The relationships between school autonomy gap, principal leadership, teachers’ job satisfaction and organizational commitment. Educational Management Administration & Leadership, 45(6), 959-977.

Moldoveanu, M., & Narayandas, D. (2019). The future of leadership development. Harvard Business Review, 97(2), 40-48.

Rubens, A., Schoenfeld, G. A., Schaffer, B. S., & Leah, J. S. (2018). Self-awareness and leadership: Developing an individual strategic professional development plan in an MBA leadership course. The International Journal of Management Education, 16(1), 1-13.

Serrat, O. Personal Leadership Development Plans: Essentials and Practicum.