Your Leadership Development Plan (LDP) represents your development as a leader and your personal strategic plan to reach your goals and aspirations. The purpose of the LDP is to outline the steps you intend to take in order to become a better leader; to document your individual values, priorities, and goals and to help you prioritize next steps in your educational, professional, and personal journey.
Successful organizations rely on employees who demonstrate strong leadership skills regardless of their job title or length of tenure. Leaders manage teams to work together to make strategic, and sometimes difficult decisions, to help their organization move in the right direction.
To begin, you will define what is most important to you and write personal strategic directional strategies. Your personal mission statement is meant to link your leadership development plan with your long-term personal and professional goals, to ensure that the steps you want to take do not conflict with the type of work that is important to you.
Finally, you will assess your own strengths and weaknesses and conduct a gap analysis to identify key tasks that align with your goals and develop a plan to gain the necessary experience.
HSMT 4600 Leadership Development Plan Assignment and Rubric Step 1: Conduct an External Analysis · What are the external issues/forces in my life? Table 1. My External Issues – what external issues or forces will influence my success? Key External Issues Impact of the Issue 1. 2. 3. · Who are key stakeholders who could influence or be affected by my decisions? Table 2. My Key Stakeholders – what organizations and individuals have a “stake” in my success? Why? Key Stakeholders Type/Importance 1. 2. 3. · What are my Critical Success Factors/Critical Indicators of Success? Table 3. My Critical Success Factors – What are the things that will make you feel successful? What are top indicators of success and how are they measured? Critical Success Factors How I will measure my Progress 1. 2. 3. Step 2: Conduct a Self-Assessment/Internal Analysis – Core Skills to Master and Experience Gaps to Close · Identify strengths that create value and weaknesses that reduce value (resources, competencies, capabilities) *3201 – Mod 6 Assignment: EQ Assessment and Reflection *3201 – Mod 7 Assignment: Teamwork Philosophy *3201 – Mod 11 Assignment: Conflict Management Styles *3201 – Mod 14 Assignment: Implicit Bias and Diversity & Inclusion · Your resources might include financial resources, information resources, your location and so on. Competencies are human in nature, and might include your knowledge, skills and expertise. Your abilities might include your management abilities, your leadership, organization, and communication, as well as your attitudes, values, and standards. · What are my current strengths and areas for development (resources, competencies, and abilities)? · Resources – financial, information, support, equipment, location · Competencies – knowledge, skills, expertise · Abilities – management, leadership, organization, attitude, values, standards, communication Table 4. My Strengths – what are my current strengths (resources, competencies, and abilities)? Strengths Rationale 1. 2. 3. Table 5. My Areas for Development – what are my areas for development (resources, competencies, and abilities)? Development Areas Rationale 1. 2. 3. · Gap Analysis (compare your current strengths and areas for development with the optimal resources and other strengths) Table 6. My Gap Analysis Strength or Area for Development Needed Resources, Competencies, Abilities to build upon strength or to improve area for development Ideas for securing needed resources, competencies, and abilities 1. 2. 3. Step 3: Directional Strategies · In developing your directional strategies, you must: conclude and document some of the ways in which you define yourself, conclude and document your hope for the future, and conclude and codify your fundamental values and goals · Mission: It is important for health systems leaders to live and plan with intention. Think about what is important to you and what motivates and satisfies you on a professional level. A personal mission, in this case, is a broadly defined but relatively enduring statement of purpose that distinguishes you from other people. · Identity, interests, personality Table 7. Strategic Thinking Map for Writing a Mission Statement Components Key Words Reflecting Components 1. What do I do on a daily basis? 2. How am I identified? 3. How am I currently viewed? 4. What are my specific values? 5. What is my explicit philosophy? 6. What are other important aspects of my distinctiveness/image? Create your mission statement here: · Vision: your hope for the future. Vision involves creating compelling images of the future and produces a map of what could be. Therefore, visions are about ideals, standards, and desired future states. The focus on ideals encourages you to think about possibilities. Vision is an expression of hope – a description of what you want to become and how you will be fulfilled in life. Table 8. Strategic Thinking Map for Writing a Vision Statement Components Key Words Reflecting Components 1. Clear hope for the future 2. Challenging and about excellence 3. Inspirational and emotional 4. Empowers me to act 5. Memorable and provides guidance Create your vision statement here: · Values: expected behaviors, beliefs and ideals. Values are the fundamental principles that you stand for – along with your mission and vision, they make you unique. Most often values relate to your desired behaviors and socially responsible decision-making. *3201 – Mod 5 Assignment: Values, Beliefs and Behaviors *3201 – Mod 9 Assignment: Personal Code of Ethics Table 9. Strategic Thinking Map for Writing a Values Statement Components Key Words Reflecting Components 1. Behaviors 2. Norms 3. Beliefs 4. Assumptions 5. Philosophy 6. Fundamental principles Create your value statement here: Step 4: Strategy Formulation and Setting Goals - Remember to draw on your previous strategic thinking (external issues, internal issues, and directional strategies) and write your plans to accomplish your mission and values · Avoid having too many goals (if you have more than you can deal with, you won’t accomplish much) · Goals should be controllable (by you), measurable, achievable in a reasonable timeframe, have a reasonable level of stretch Write 2-3 goal statements - make sure your goals address one or more of the strategic criteria for goals and meet the goals statement criteria below. Strategic Criteria for Goals: · Address an external issue, trend, or force (see Table 1) · Concern a stakeholder (see Table 2) · Help achieve a critical success factor (see Table 3) · Focus on strengths/an area to develop (see Tables 4, 5, and 6) · Fit with your mission (see Table 7) · Be consistent with your values (see Table 8) · Move you toward your vision (see Table 9) Goals Statement Criteria: · Controllable by you · Measurable (how will you know you have succeeded?) · Able to be achieved in a reasonable timeframe · Have a reasonable level of stretch for you (expectations that will challenge you but are realistic) Insert your goal statements into the Implementation Plan Table in the next section. Key Strategic Thinking Questions for Goal Development: -What am I not doing that I should be doing? · What am I doing now that I should continue to do? Step 5: Develop Implementation Plan · Create a table for each goal statement you have identified in Step 4 · Identify actions to achieve goals (generalize the strategy from the goals) · Develop timelines for actions · For each goal, a chart can be created to record the actions, completion dates and responsible persons or persons from whom you will need assistance. Table 10. Implementation Plan Tables (Complete one table for each goal. Make additional tables as needed) Goal Statement 1: Strategic Actions to Achieve Goal Completion Date 1. 2. 3. Goal Statement 2: Actions Completion Date Responsible Persons 1. 2. 3.