Development Planning &
Goal Settings
These processes are warranted when…
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…aiming to identify focal areas in coaching engagements.
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…feedback (e.g., performance, assessment) has recently been provided to the executive.
Objectives
SBLC differentiates in this area…
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...with bringing vast consulting and corporate experience to bear.
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…having been exposed to best-in-class IDP-formats (Individual Development Plans) across some of the most successful Fortune 200 organizations and top-flight consulting firms.
Benefits
Why Bother?
On an organization’s part, there is little dispute that retention of its people is less costly and time-consuming vs. recruitment/selection/hiring/onboarding/training (phew!)! What is the optimal way to hold onto the best talent? “Developmental Support” nearly always tops the list in virtually any engagement/climate survey over the past thirty years. So, why is it that some organizations limit their time, attention, and budget, in this regard? Perhaps it is based upon the long-held notion that the job/work/title itself provides enough satisfaction to retain individuals? In any case, investment in the development of your current or promising leaders will likely reap dividends, even in the near-term.
Notwithstanding Kevin from “Home Alone 2: Lost in New York”, we obviously don’t board a plane until we are certain that we know where it is headed. However, many executives are “opportunistic” in the approach to their careers such that there is little forward-thinking or planning involved. While stepping back and reflecting upon their paths is invaluable, it is the “exceptional professional” who actually does so, at least of their own accord. As such, organizations are well-advised to make proactive efforts to guide their team members on exactly how to both identify and clarify their own career aspirations and developmental goals. Moreover, it is critical for leaders/managers to know whether their team member’s goals are truly in alignment with that of the organizations. In sum, a business case for the investment in professional development is easily made.
The “Basics” of Professional Development
Of course, the development process itself needs to be consistent with and tailored to your organization’s specific requirements and expectations. Upon implementation, the SBLC consultant can guide the executives through the process, coaching them through the creation of an Individual Development Plan (IDP). Ideally, the best development options are oftentimes the ones that participants (and their immediate supervisors) identify on their own. Nevertheless, the SBLC consultant will also offer developmental suggestions and recommendations, if requested/necessary. In terms of time duration, this may only take 1-2 sessions or up to a 9-12 month engagement, sometimes as part of a more robust executive coaching process.
A typical Development Planning process is easily illustrated below…
