L-DIP Final Paper
L-DIP Final Paper
L-DIP Final Paper
Ester Todd
May 7, 2023
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Introduction
In today's rapidly changing business landscape, organizations must invest in the development of
their leaders to stay competitive and adapt to new challenges. This is particularly true for
leadership capabilities and empower its workforce. To achieve this goal, a comprehensive
intervention strategy is required, focusing on three key areas: leadership development programs,
emphasizing the importance of addressing individual, team, and organizational needs. Drawing
upon existing literature and best practices, the proposed interventions aim to create a robust
leadership development framework that fosters the growth and effectiveness of leaders at all
programs tailored to the specific needs of XXX. These programs will provide leaders with the
necessary knowledge, skills, and tools to navigate complex challenges, inspire their teams, and
cultivate a pipeline of capable leaders equipped to tackle the evolving demands of their roles.
The second strategy centers around enhancing communication channels within the
trust. By leveraging various platforms such as intranets, newsletters, and town hall meetings,
XXX can improve the flow of information, engage employees, and ensure that leadership
Recognizing that motivated individuals are key to their own growth, XXX will encourage leaders
providing platforms like town hall meetings dedicated to discussing available resources, XXX
approach to leadership development that addresses the diverse needs of its leaders and facilitates
organizational success. The subsequent sections of this paper will delve into each strategy in
greater detail, providing practical recommendations and outlining methods for evaluating the
Overall, the aim of this paper is to guide XXX towards an integrated and holistic
approach to leadership development, ensuring that its leaders are equipped with the necessary
skills, knowledge, and support to excel in their roles and drive the organization forward in an
Context
employs just over 3,000 individuals. The organization commenced in 1972 in the Wisconsin
Green Bay area and has since expanded across the United States to fourteen office locations in
Wisconsin, Kansas, Georgia, Tennessee, and Idaho. Throughout the years, XXX has undergone
various acquisitions and team mergers, ultimately settling in 2021 with XXX as the parent
electrical planning, engineering, design, and installation. Xxxxxxxxxxxxxxxx centers its efforts
on distributed energy capabilities, such as eMobility charging, sustainable fuel technologies, and
solutions.
companies that actually get to greatness are the companies that work as one team. They work
(Xxxxxxxxxxxxxxxxxx, 2018). Building on to this core purpose are four core value statements:
1. Uncompromised focus on keeping people safe, 2. Build trust in everything we do, 3. Redefine
what is possible, and 4. Reward individual results that create team success. XXX's mission
statement is "Making our customers and ourselves better through passion, practical solutions,
perfection."
XXX is guided by an
them. Under the vice presidents, there are facility and organizational directors, followed by
operations managers, group leaders, and project managers. To provide valuable learning and
development opportunities at XXX, the One XXX Competency Framework has been devised. As
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illustrated in Figure 1, this framework serves as a guide, establishing the foundational principles
Leadership Development
external partners and employees within the company. This is evident through continuous efforts
processes, and implementing a well-defined Leadership Development Program. Van Velsor et. al
(2010) describe three common purposes for leadership development: performance improvement,
succession management, and organizational change. The XXX program is built around core
competencies that clearly align with these purposes: building effective teams, driving
engagement, strategic mindset, and driving vision and purpose. Leaders at all levels are
encouraged to strive for both personal growth and team growth. There are currently three
separate tracks in the development program: 1. Leading Yourself, which is for individuals who
aspire to lead, and 2. Leading People, for leaders of individual contributors, and 3. Leading
Strengths
When examining XXX's leadership, several strengths immediately come to the forefront. Firstly,
XXX boasts an impressive array of resources and opportunities for growth. The company
commits a substantial annual budget to training and leadership development, which sets it apart
from many other companies that either lack the financial means or choose not to prioritize such
endeavors. For instance, XXX employs a full-time Talent Development employee dedicated
University (FTU) offers free learning and career enhancement opportunities through job site
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simulations, training weeks, and virtual training. Courses cover a wide range of topics, including
cross-generational communication, support for employees' mental health, diversity and inclusion,
through the use of a 100% tuition reimbursement policy. This can be used for individual
members are assigned a personal leadership coach who meets with them several times a year to
continue maximizing their personal growth. Day (2001) notes that executive coaching “is
development, especially when linked with 360-degree feedback” (p. 591). Combined, these
The second strength that stands out in XXX's leadership is authenticity. In their review of
leadership development research and theory, Day et al (2014) point out that the “positive
the leader, engagement, workplace well-being, and sustainable performance” (p. 65). This
authenticity is articulated by CEO Xxxxxxxxxxx, saying that “caring builds trust, and trust is the
foundation of our culture. Our employees care about our employees, and they care about our
customers. Having that trust is the reason we do what we do” (Xxxxxxxxxxxxxxxxxx, 2018).
XXX has an employee recognition program that helps spotlight and encourage employees who
strengthen the workplace culture, model personal behavior, decision-making, contributions, and
interpersonal interactions with others. Employees are nominated by their peers for this
In addition, XXX created a Culture of Care campaign in 2020 to help focus on the mental
well-being of employees. The campaign aims to support respectful and authentic employees,
foster supportive and caring work environments, and enable a positive culture where mental
health conversations are normalized. Employees are provided mental health training, wider
access to mental health care, periodic check-ins from leadership, and an additional two hours of
paid time to recharge and focus on self-care. Leaders at all levels have actively modeled these
characteristics and encouraged their employees to do the same. I believe that this focus on the
holistic well-being of employees has gone a long way to building trust and confidence.
Finally, the third strength that XXX has developed is a propensity toward change. As an
industry leader in electrical contracting, XXX has been successful in part because of its ability to
adapt to ongoing challenges and try new things. In the Handbook of Leadership Development,
Van Velsor et al (2010) bring up several important questions that organizations should ask about
the implications of organizational change and the performance of their leaders, specifically:
change? Will these positions be filled by internal staff or hired from the outside?
2. What leader competencies will be particularly important for executing the business
3. What organizational beliefs and values will be particularly important for executing the
strategy? To what degree will these beliefs and values be embraced by leaders in
Specifically in the area of leadership, XXX has undergone several major changes in the past five
years, including adding additional executive leadership roles, reorganizing various divisions and
departments to be more strategic with overall objectives, and updating the leadership
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development program. The One XXX Competency Framework (depicted in Figure 1) directly
addresses the leader competencies, beliefs, and values that Van Velsor et al inquire about in their
work. In addition, XXX rebuilt its entire leadership development program last year after careful
analysis by a leadership coaching contractor and employee feedback. The old program was too
impersonal, did not provide the level of mentoring desired, and did not account for differences in
the leadership experience of its participants. Upon recognizing this need for change, XXX
Weaknesses
Although XXX has excelled in many areas, particularly in terms of leadership development, there
leadership development program, it has become evident that several of the demonstrated strengths
also present areas where growth opportunities intersect. For instance, despite the existence of
ample resources and development prospects for employees, there is a lack of awareness regarding
these options. Moreover, while change is taking place, particularly at a strategic and visionary
The first opportunity for growth within XXX is increased access and awareness of developmental
resources. There seems to be some lack of knowledge regarding the available resources, not
necessarily from upper leadership but rather at the ground level. In recent months, I have
personally provided information to three colleagues within XXX on how to apply for the tuition
reimbursement program, as their direct supervisors were not sure how to access that information.
One of these three was not aware of the benefit before speaking with me, and the other two were
aware of it but did not understand the scope of the program or how to apply. I believe this
disconnect may be due in part to just how big the organization can feel, but it may also be because
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of the relative newness of some of these programs and benefits. The same can be said for some of
University and even the leadership development program. My direct supervisor was only vaguely
familiar with the latter when I specifically asked him about it. This lack of knowledge impacts
change from theory into practice, particularly from the grassroots level. While the executive team
exhibits strong leadership and comfort in driving organizational change, sometimes the strategy
and implications fail to permeate downward effectively. A prime example of this is our annual
performance review process. Employees complete forms based on their management level, and
individual contributors are also tasked with evaluating their leaders and colleagues. This year,
questions were streamlined to align with the core competencies outlined in Figure 1, aiming to
establish a more standardized process. Following form completion, employees meet with their
leaders to review feedback and discuss development opportunities. However, ensuring a seamless
alignment of strategy and execution throughout the organization remains an area that requires
attention.
The disconnect occurs in translating this feedback into action. Both at the leader and
leadership level, organizational change is driven through behavioral changes. However, Van
Velsor et al (2010) point out that “a willingness to accept and use feedback might be insufficient
for change, however, if the feedback is complex or inconsistent, or if the recipient lacks the
requisite skills to interpret the data and translate it into behaving in a different manner”. Some of
the questions in the feedback process are worded ambiguously, and the response options may not
transparent throughout and does not allow for anonymous feedback to be given. I believe this could
hinder individuals from providing completely honest feedback on growth opportunities, especially
if employees do not have an excellent relationship with their leader. Van Velsor et al write: “There
is a direct link between psychological safety and leadership development stemming from the
assumption that organizations need to create a climate of psychological safety for individuals to
feel secure and supported to change” (2010). When employees hesitate to provide clear, direct
feedback on their leaders’ performance for fear of retaliation, the organization as a whole misses
Another issue with the performance review process is a lack of follow-up throughout the
year. Even if employees fill out the forms honestly and directly, and even if leaders can understand
the data, there is no explicit plan for ensuring that change occurs. The information is often received,
discussed, and then put on the back burner until the following year.
partnerships, increasing productivity, and developing new technologies, the need for effective
leaders within the organization continues to grow. To optimize leader and leadership
development within XXX, this next section will examine specific goals related to the primary
opportunities for growth. The first weakness lies in resistance to change. This is primarily a
leader development issue, most noticeable at a low to mid-level management, team leader, and
resources, which can best be analyzed from a leadership development approach. These
weaknesses, while apparent and impactful, should be seen as opportunities for growth through
Upon completion of the initial needs assessment for leadership development within XXX, the
next step is to prioritize these needs and develop specific objectives to help meet developmental
goals. Nadler and Nadler (2012) recommend starting this process by prioritizing needs based on
time (i.e how quickly must a specific problem be solved?), as well as resources (what is
available?), availability of personnel, frequency (how often a need will reoccur), and potential
learners (p. 109). After taking these factors into consideration, Nadler and Nadler (2012) next
lay out one way to “convert” these needs into objectives, which is by exploring the skills,
By following Nadler and Nadler’s recommended process for developing program objectives,
the following objectives were identified to help improve XXX’s leader and leadership capacities:
Learning Objectives
Developing effective learning objectives can be challenging, especially when they need to be
measurable and implemented in sustainable ways. Perhaps the most commonly known approach
to developing learning objectives in the business world is through the use of SMART goals. This
acronym stands for Specific, Measurable, Achievable, Realistic, and Time-bound. Following this
formula is a great way for leaders to dig deep into exactly what needs to be changed and how to
do so, instead of focusing on individual tasks associated with the goal (Azzara, 2016). From an
organizational perspective, using SMART goals can help differentiate between employee job
duties and performance goals, and help keep performance on target (Unknown, 2016). The
below table breaks down the two learning objectives through the SMART system:
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Measurable Data collection for the measurability of this objective can be obtained by:
Achievable This objective is achievable given that data and information regarding policy
changes are available and coaching is available for leaders who may need
Realistic This objective is realistic provided specific and measurable policy changes
resources.
Specific Leaders will intentionally cultivate conversations with their employees about
Measurable Data collection for the measurability of this objective can be obtained by:
Realistic This objective is realistic. It does not create an undue burden of time or
In the above breakdown of each objective, specific information is provided to help frame the
intervention in terms of the desired outcome and overall vision. This is known as evaluative
thinking, described by Van et al (2010) as a way to help program designers and stakeholders to
understand what a successful intervention looks like, especially by asking questions about the
outcome; for example, what is a success, will it be observable, and what types of data will be
convincing? While quantitative data may be difficult to obtain when measuring the improvement
of soft skills, organizations can look at the overall ROI, or Return on Investment, through the
collection of estimated data points. In this case, objective one focuses on leader development and
meetings, conducting on-the-job skills/knowledge tests, and custom change surveys. Objective
two focuses on leadership development, and data collection points include pre-post surveys,
action plans, and custom questionnaires. Between the two objectives, both qualitative and
quantitative data points will be available. This data can then be translated into costs saved by
XXX by looking at profit contributions, time saved, historical costs, quality improvements, and
Developmental Readiness
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who quickly adapt to change and the availability of impactful leadership development resources),
XXX has a fantastic opportunity to increase its leadership capacities. However, it is important to
address the issue of developmental readiness upfront to gauge the appropriate intervention
individual leader level, Avolio and Hannah (2008) refer to the “positive ability, orientation, and
openness to develop as developmental readiness” (p. 336). For both leaders and organizations,
developmental readiness is further defined as “both the ability and motivation to attend to, make
meaning of, and appropriate new knowledge into one’s long-term memory structures” (Avolio
leadership has demonstrated this readiness in their overarching propensity toward change, but
there are some issues at the individual leader level that needs to be addressed to effectively
considerations in studying
“organizations will increase both efficiency and effectiveness of their leader development
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resource allocations by first ensuring that the organization and its leaders to be developed are
developmentally ready” (p. 342). In this case, Figure 1 demonstrates a visual of how people
react to change, as developed by psychologist Dr. Elisabeth Kubler-Ross. This visual can be
applied in business to help leadership understand what their employees are going through when
change happens in the workplace, as well as how to support them and engage in the change cycle
While the XXX executive team may understand why change is happening, information
on the whys gets lost on its way down the corporate ladder. For example, in the past when safety
policy changes have passed through various levels of leadership, their supporting data (the why)
has been left out. Individual employees are then stuck between the denial and frustration stage in
Figure 1. To continue through the change curve and support policy updates, leaders at all levels
will need to ensure that information is communicated accurately and promptly. In addition,
leaders will need to continue developing their capabilities of self-awareness and self-motivation,
both of which are addressed in XXX's leader competencies framework and are therefore part of
the existing leadership development curriculum. Leaders will be offered training through a
variety of options; basic emotional intelligence training for individuals who need a baseline
understanding to build on, intermediate-level company goals and culture training, and more in-
depth coaching for leaders who have advanced beyond the basics.
Of course, the caveat in this is that while the resources to continue developing leader self-
awareness and self-motivation are available, there remains a lack of use and knowledge
regarding their existence. This demonstrates a need for further development in the leadership
Intervention Methods
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Three unique approaches have been chosen as intervention methods for this project:
sections, each of these three methods is broken down to highlight specific elements that are
policies.
One method of addressing the first objective is through the use of feedback systems, specifically
systems in the workplace; not only do they allow important information to be communicated in
intentional ways, but they also help optimize performance and efficiency of individual
employees, leaders, and programs/systems. 360-degree feedback programs solicit feedback from
multiple sources including peers, subordinates, supervisors, and customers, so they can provide a
comprehensive view of an individual's performance and communication style. This can help
individuals and leaders identify areas of strength and development needs that they may not have
The initial needs assessment of XXX’s leadership identified a consistent issue with
“closing the gap” in communication between employees and leaders. A 360-degree feedback
program will help individuals gain a better understanding of how their communication style is
perceived by others. This increased self-awareness can help individuals modify their
communication style to be more effective, which can lead to better communication between
A second issue identified during the needs assessment is that current performance
reviews (part of the existing feedback process) are not anonymous, something that McCauley et
al.(2004) notes is a major issue: “breaches of confidentiality and rater anonymity, even if
accidental, can jeopardize the feedback process, compromise the integrity of the human resource
group, and lead to a lack of trust in any subsequent assessment activities” (p. 73). A properly
executed 360-degree feedback program will help promote open communication between
employees and leaders by providing a safe and anonymous forum for feedback. When employees
feel that their opinions are valued and heard, they are more likely to communicate openly and
Although XXX does have a feedback system in place already, it is evident that it has not
been successful. Some of the most common reasons why 360-degree feedback systems fail
include mistaking an assessment activity for a development process, not getting the bosses
support, starting with the wrong people, ignoring individual readiness, shoddy administration,
ignoring organizational readiness, and confidentiality and anonymity problems (McCauley et al,
2004). In addition to the aforementioned issues, the original needs assessment of XXX’s
leadership development pointed out that after the feedback process, nothing occurs. There is no
follow-up throughout the year as the feedback has not been connected to a development process.
To address this issue, after feedback has been collected, the individual should work with
their supervisor, coach or mentor to create a development plan. This plan should identify specific
actions that the individual will take to address their development needs, as well as a timeline for
completing these actions. Ongoing coaching and support are also important to help individuals
stay on track with their development plan. This involves regular check-ins with their supervisor,
coach, or mentor to discuss progress and provide feedback, as well as training or workshops to
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help them develop new skills. Incorporating the feedback into the individual's performance
review will help ensure that their development goals are aligned with the organization's goals
and priorities. This will help to prioritize development efforts and ensure that individuals are
working on the most important areas for improvement. It's important to celebrate progress and
success along the way to keep individuals motivated and engaged in the development process.
This will involve acknowledging and recognizing achievements, providing positive feedback,
The 360-degree feedback program intervention can be assessed at the individual, group, and
team assessments, team productivity and performance, financial reports, customer satisfaction
The individual level assessment involves evaluating the extent to which an individual has
achieved their personal development goals based on the feedback received from the 360-degree
feedback process. This will be measured through self-assessments, individual interviews, and
one-on-one meetings with their supervisor. It will also involve looking at changes in behavior,
performance, and productivity as a result of the feedback and development plan. Data will be
gathered on an employee's strengths, weaknesses, and areas for improvement, as well as their
The group level assessment will look at team assessments and interviews, team productivity
and performance, and tracking action plans. It will also involve assessing whether the team
members have become more aware of each other's strengths and weaknesses and how they can
best work together to achieve common goals. The data gathered will help determine the extent to
At the organizational level, assessment will involve evaluating how well the feedback
program has improved communication throughout the organization, how the organizational
climate has been impacted, and well employees are aware of the leadership development tools
available for their use. Outcomes will be measured through climate surveys and review of
workplace statistics (specifically the use of available leader/ship development programs and
materials).
both objectives one and two. XXX’s leaders come from a wide variety of backgrounds, but many
leadership, project management, etc. At XXX, only 20% of employees hold a Bachelors degree
and 1.1% have a Masters. However, developmental relationships can help further an individuals'
career, personal development, satisfaction, and more. In fact, they are so important that one
survey of over 8,000 managers found that leader development activities “Grounded in feedback
and relationships (mentoring, executive coaching, and interaction with peers for example) were
rated as more effective for development than job experiences and education” (McCauley et al.,
2004, p. 86).
The two objectives for this intervention require leaders at all levels to be aware of what
the expectations are for their roles and also be able to effectively communicate with their
employees. However, the needs assessment identified these areas as lacking. One way to close
this gap is through implementing a holistic coaching and mentoring program for all leaders—not
just the executive level team or select individuals who are competitively selected each year.
Coaching and mentoring provides opportunities for leaders to converse with each other and
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bounce ideas back and forth, discuss best practices and see them modeled, and learn new skills
feedback provider, comparison point, dialogue partner, role model, cheerleader, and accountant
Coaching can come from either an external source (professional coaches) or from within
(i.e. a manager as the coach), but the common goal is to improve an employee’s performance. On
the other hand, the goal of mentoring leans more toward an employee’s professional and career
development. When thinking specifically about who to select as an employee’s coach, I believe it
makes most sense to reserve outside/professional coaches for mid to upper-level leaders, as
bringing in outside coaching is a bigger commitment for the organization (financially, timewise,
etc.). Additional internal coaches for all levels (lower, mid and upper/executive) can and should
be found within XXX. Executive level leaders have an established coaching program that has
been used successfully for many years, and similar techniques will be implemented for mid and
otherwise) cannot meet every need/aspect of an individuals’ development. They need multiple
relationships to optimize their development. Mentors can help fill this gap. Whereas coaching
can be a short term, mid-length, or even a one-time event, mentoring is typically a long-term
relationship with a senior person to help support the development of a junior person. This is the
perfect opportunity for participants to discuss developmental goals and the corresponding
opportunities available through XXX’s leadership development resources. XXX currently has a
mentoring program in place, but it is not well-utilized and causes the organization to miss out on
a fantastic opportunity. There are no program parameters, no directions for either the mentors or
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mentees, and no support system for participants. Essentially, individuals are assigned a “mentor”
on their first day, and the relationship is documented as such through the online employee portal.
However, that is the extent of the relationship. It is entirely up to the mentor and mentee if any
type of useful relationship is to develop, and there is no follow-up or progress check-ins from
human resources or supervisors. To make this work, mentors will need to be given a general set
mentor/mentee)
• Follow-up sessions
In addition, the mentorship program will need to start measuring its success and progress, which
can be incorporated in the 360-degree feedback program. Mentors can also be used as a feedback
provider in the 360-degree feedback process, where they will provide valuable feedback to the
mentee, helping them to identify areas for improvement and providing support as they work to
develop new skills. Mentoring relationships can also help to facilitate communication between
employees and leaders, which will help to close the communication gap identified in the needs
assessment.
participant feedback, performance metrics, and return on investment. At the individual level,
assessments will focus on the personal and professional growth of the participants. This will
include self-assessments, feedback from their coaches/mentors, and surveys to measure the level
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of satisfaction and perceived effectiveness of the program. Other data that will be gathered at this
level includes the goals set by the participants, the progress they have made, and the challenges
they have faced. This can be done through surveys, interviews, and focus groups, which will
provide satisfaction ratings, qualitative feedback on what participants found most helpful, and
At the group level, assessments will focus on the interaction between the participants and
the coaches/mentors. This will include feedback on the communication and collaboration within
the group, the effectiveness of the group in achieving its goals, and the level of engagement and
participation of each member. Surveys, focus groups, and the tracking of action plans and
At the organizational level, assessments will focus on the overall organizational impact of
the coaching and mentoring program at XXX. Performance metrics before and after the new
coaching and mentoring programs will be analyzed. It will be helpful to also do comparisons
between participants who received coaching/mentoring and those who did not. Assessments will
also look at data on employee retention, promotion rates, and overall job satisfaction. Other data
that can be gathered at this level includes the impact of the program on organizational culture,
organizational change will help provide this data. Finally, it is important to look at the return on
investment (ROI) of the coaching and mentoring intervention. This will be done by tracking the
costs of the program (e.g. coach fees, materials, administrative costs) and comparing them to the
benefits that the program provides (e.g. increased productivity, improved employee retention).
Some examples of the types of data that could be collected include changes in key performance
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indicators (e.g. revenue, profit, employee turnover), as well as estimates of the monetary value of
The final intervention method to help accomplish the objectives of this project is the use of self-
development. Leader self-development can come in a variety of forms such as reading, speakers
and colleagues, professional conferences and tradeshows, and staff meetings. It is an intentional
act of understanding one’s current knowledge, setting developmental goals and methodologies
for achieving said goals, and measuring the success. Self-development can be especially helpful
This method is best suited for individuals who are already motivated to develop their
leadership capabilities, such as the individuals who are selected for the formal leadership
as leaders. Despite its name, self-development is not done in a vacuum. Reichard and Johnson
(2011) write that “leader self-development is maximized when the leader learns from the
individuals in his or her environment, including other leaders, mentors, peers, and followers. In
addition to learning from trial-and-error experiences, leaders can also learn socially through
observation of effective and ineffective leaders around him or her. Furthermore, leader self-
development is most effective when the leader is provided strong social support, especially from
Although XXX has many options to help support employee’s self-development (internal
courses, programs, tuition reimbursement), the needs assessment clearly identified a lack of
previous two intervention methods, another way to highlight the available self-development
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options at XXX is through the use of town hall meetings. Town hall meetings provide an
opportunity for employees to share information and best practices with each other. This can be
especially valuable for employees who are looking to develop new skills or gain a deeper
understanding of their role within the organization. However, taking time to attend meetings like
this requires investment from employees. Currently, XXX has a monthly, virtual all-staff
meeting for major financial updates, policy changes, etc. Attendance is expected and employees
are paid for their time, and they are also encouraged to attend by attendance being part of the
employee incentive plan (a multi-faceted way for employees to earn bonus payouts throughout
each quarter).
At the current meetings, leadership resources are rarely—if ever—discussed. Rather than
take time away from this meeting, a separate town hall specifically for individuals interested in
learning about available resources will provide the perfect opportunity for individuals to
their attendance count toward the bonus incentive plan. During the town hall meetings,
individuals will be asked to write down specific information, resources they would like to utilize,
or topics they may wish to discuss with their supervisors and mentors/coaches. Additionally,
coaches/mentors should expect to incorporate these topics into the employee’s developmental
plan. Setting aside a time and space where all employees can access the same information
regarding developmental materials, ask questions, and interact with each will help ensure that
whether or not they are successful in helping individuals further their self-development. At the
individual level, data will be collected through surveys or feedback forms that ask attendees
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about their perceptions of the meeting, whether they found it useful, whether their questions were
answered, and whether they felt heard and valued. This data will provide insights into how
individual employees are engaging with the meeting and whether they are finding it beneficial.
At the team level, feedback from managers and team leaders will provide insights into the
effectiveness of the town-hall meeting. Similarly to the individual level, data will be collected
through surveys or feedback forms that ask attendees about their perceptions of the meeting as it
relates to their team and their work. This data will provide insights into how the meeting is
Finally, at the organizational level, data will be collected through surveys, attendance
rates, and employee engagement surveys. This data will help identify trends in attendance,
identify areas for improvement, and measure the overall effectiveness of the town-hall meeting
Conclusion
rapidly changing business environment. This paper has proposed a comprehensive approach to
development programs, XXX can nurture a pipeline of skilled and adaptable leaders capable of
driving organizational success. Additionally, improving communication channels will ensure that
effectiveness of these interventions at various levels, XXX can continuously refine its approach
and ensure ongoing improvement. By investing in the development of its leaders, XXX will
cultivate a culture of excellence, innovation, and adaptability. This, in turn, will position the
embracing this multifaceted approach to leadership development, XXX can unlock the full
potential of its workforce and create a sustainable advantage in the dynamic business landscape
of the future.
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