Praise for The Successful Leadership Development Program
"Byrne and Rees share their direct experience to provide a highly practical guide for organizations seeking more self-managed approaches to learning in leadership development programs. It will stimulate and encourage all concerned who ask how they can better align the learning needs of individual leaders with those of their organization."
—J. Herman Gilligan, principal, GC International Consulting Group
"I have seen the results of the process outlined in this book and have found them to be very powerful and effective. This is a must read and a great guide for anyone responsible for leadership development in an organization."
—Marchita Marino, senior vice president, human resources, Wuesthoff Health System, Inc.
"Everyone concerned with growing leaders must read this book. The mapping out of a set of practices for leadership development is the most results-oriented that I have read about in decades. Every possible detail is addressed."
—Robert C. Preziosi, director, Leadership Impact Lab, Nova Southeastern University
"This is a unique book essential to any leader or potential leader responsible for bottom-line performance. An experienced based how-to book, the reader will learn how to prepare, obtain approval, and implement a program that will develop leaders and thereby improve and maintain financial performance."
—Allen C. Minor, financial consultant; and adjunct professor, department of health administration and human resources, University of Scranton
Table of Contents:
List of Figures and Exhibits xiii
Contents on the Web xv
Introduction 1
Chapter 1 Guiding Principles 13
The Program Principles 15
Summary 26
Chapter 2 Building Your Foundation: Philosophy, Conceptual Framework, and Operational Strategy 29
A Philosophy of Leadership Development 30
A Conceptual Framework for Leadership Development 33
Operational Strategy for Leadership Development 50
Summary 57
Chapter 3 Developing Your Leadership Competencies 59
Where Are You Now? 59
What Are Competencies and How Will You Know Them When You See Them? 60
Types of Competencies 62
Designing Your Learning Levels 62
Using Action Verbs 63
Determining Appropriate Competencies 64
Putting Together Your Competencies 68
Checking Your Accuracy 70
Summary 70
Chapter 4 Designing a Diagnostic Inventory for Leadership Competencies 73
What Is a Diagnostic Inventory and How Do You Use It? 73
Key Factors to Consider in Developing Your Diagnostic Inventory 74
Scoring Your Diagnostic Inventory 76
Making the Diagnostic Inventory Work 77
Summary 79
Chapter 5 Developing and Using Your Return on Investment Model 81
Rationale for Your Return on Investment Model 81
The Overall Research Design for Your Return on Investment Model 84
Presenting Your Projected ROI Data 87
Summary 88
Chapter 6 Obtaining Administrative and Financial Support 89
Summary 97
Chapter 7 Developing Individual Learning Plans 99
What Are Learning Levels? 99
How Many Learning Levels Should You Have? 100
How Should You Define Your Learning Levels? 101
How Will You Measure Each Learning Level? 101
How Can You Use Learning Plans? 103
How Will You Implement the Learning Plans? 109
How Can You Monitor the Success of the Program? 110
Summary 110
Chapter 8 Defining the Roles of the Senior Team and the Participants 113
Completing the Diagnostic Inventory 115
Developing and Implementing the Learning Plan 115
Time Commitment 116
Explaining Expectations 117
Summary 118
Chapter 9 Getting Clearance to Move Forward 121
What Should Be Your Strategy Going Forward? 121
How Will You Gain Their Support? 123
How Will You Get the Ongoing Support That You Need? 124
Summary 127
Chapter 10 Developing Learning Modules 129
Learning Objectives 131
Human Resources 133
Learning Environment 134
Learning Support Resources 135
Time Allotment 135
Learning Activities 136
Session Pre-Readings 137
Competency Application Tasks 138
Resources 140
Designing a Feedback Approval Mechanism for Each Module 145
Summary 150
Chapter 11 Developing an Implementation Strategy 151
Who Will Deliver the Program? 152
Where Will the Program Be Delivered? 154
When Will the Program Be Delivered? 155
What Human, Material, and Financial Resources Will You Need? 156
Introducing the Program to Participants 157
Developing the Evaluation Strategy 158
Revisiting and Affirming Your Learning Objectives 159
Affirming and Measuring Your Success Factors 160
Making Revisions and Refinements to the Program 163
Summary 164
Chapter 12 What's Next? 165
Time 167
Budget 167
Materials 167
Human Resources 168
Facilities 168
Organizational Support 169
Sustainability 169
Summary 173
Bibliography 175
Index 177
About the Authors 181
About the Author :
Jo-Ann C. Byrne is director of healthcare education for Wuesthoff Health System, in Rockledge, Florida, where she oversees all education, training development, and implementation activities for the two hospital system. She is a former lieutenant in the U. S. Navy Nurse Corps and has held senior management and consultant positions with Deloitte Consulting Group and Booz, Allen & Hamilton. Richard T. Rees is president of Rees and Associates, Inc., a Lakeland, Florida–based private consulting firm centering on learning technology, leadership development, team development, and educational efficiencies.¿He is an experienced seminar leader focusing on management and organizational issues and an adjunct professor at Nova Southeastern University, Fort Lauderdale, Florida.
