The Successful Leadership Development Program: How to Build It and How to Keep It Going(J-B US non-Franchise Leadership)

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.