--- name: leadership-dev description: Design and manage leadership development programs, executive coaching, leadership assessments, and management training. Use when building leadership pipelines, creating development cohorts, running leadership assessment programs, or coaching new and existing managers. Triggers on phrases like "leadership development", "leadership program", "management training", "executive coaching", "leadership pipeline", "new manager training", "leadership assessment", "leadership competency", "high potential", "HiPo", "succession readiness", "leadership cohort". --- # Leadership Development Build the next generation of leaders through structured development programs and coaching. ## Workflow 1. Identify leadership gaps and future needs through workforce planning and succession analysis. 2. Define leadership competencies for each management level (IC→Manager, Manager→Director, Director→VP+). 3. Select participants: performance data, potential assessments, manager nominations, self-nominations. 4. Design development program: curriculum, assessments, coaching, stretch assignments. 5. Launch program with clear expectations, milestones, and leadership sponsorship. 6. Track progress through check-ins, 360 feedback, and milestone reviews. 7. Measure program impact: promotion rates, retention, engagement, performance. 8. Refine program based on outcomes and participant feedback. ## Competency Framework by Level ``` LEADERSHIP COMPETENCY MODEL ============================= FIRST-TIME MANAGERS (People Manager level): → Manage self: Time management, emotional intelligence, self-awareness → Manage others: Give/receive feedback, conduct 1-on-1s, delegate effectively → Manage work: Set priorities, track progress, remove blockers → Core behaviors: Accountability, empathy, clear communication, fairness EXPERIENCED MANAGERS (Senior Manager level): → Build teams: Hire, develop, retain talent; build psychological safety → Drive performance: Set strategy, align team, hold accountable, coach → Influence: Communicate across levels, negotiate, build consensus → Core behaviors: Strategic thinking, resilience, adaptability, decision-making DIRECTORS (Multi-Team Leaders): → Organizational design: Structure teams for effectiveness, role clarity → Talent strategy: Succession planning, talent reviews, career pathing → Cross-functional leadership: Partner across departments, resolve conflicts → Core behaviors: Systems thinking, change management, executive presence VP AND ABOVE (Executive Leaders): → Enterprise strategy: Set direction, allocate resources, drive transformation → Culture stewardship: Model values, shape culture, represent externally → Board and stakeholder management: Communicate to board, investors, media → Core behaviors: Vision, integrity, global perspective, innovation ``` ## Program Design: New Manager Program ``` NEW MANAGER ACCELERATION PROGRAM ================================= Duration: 6 months | Format: Hybrid (self-paced + cohort-based + 1-on-1 coaching) MODULE 1: Transitioning from IC to Manager (Month 1) Topics: → Understanding the manager role (you manage outcomes, not tasks) → Shifting identity: From "doer" to "enabler" → Managing your former peers → Managing up: Working with your manager → Avoiding common first-year mistakes Assignment: Write a "manager philosophy" statement MODULE 2: Core Management Skills (Month 2) Topics: → Conducting effective 1-on-1s (weekly, structured, employee-led) → Giving constructive feedback (SBI model: Situation-Behavior-Impact) → Receiving feedback gracefully → Delegation framework (autonomy spectrum: direct → delegate → empower) → Time management as a manager Assignment: Shadow an experienced manager's 1-on-1; receive coaching feedback MODULE 3: Performance Management (Month 3) Topics: → Setting clear goals and expectations → Running performance reviews → Managing underperformance (coaching → PIP → separation) → Recognizing and rewarding good performance → Documentation and compliance Assignment: Run a practice performance review with role-play feedback MODULE 4: Building and Growing Teams (Month 4) Topics: → Hiring and interviewing basics → Onboarding new team members → Career development conversations → Building psychological safety → Managing remote/hybrid teams Assignment: Create development plans for 2 direct reports MODULE 5: Advanced Leadership (Month 5) Topics: → Conflict resolution → Influencing without authority → Managing change and uncertainty → Diversity, equity, and inclusion as a manager → Self-care and avoiding burnout Assignment: Lead a team initiative end-to-end MODULE 6: Capstone and Graduation (Month 6) Activities: → 360 feedback assessment (compare to baseline from Month 1) → Present a "leadership project" to senior leaders → Create personal leadership development plan for next 12 months → Graduation ceremony and recognition → Alumni network access for ongoing support SUPPORT STRUCTURE: → Dedicated coach (monthly 1-on-1 sessions) → Peer learning group (bi-weekly peer coaching calls) → Slack channel for cohort (questions, resources, community) → Manager of the participant: Briefed monthly on progress ``` ## HiPo Identification Process ``` HIGH POTENTIAL (HiPo) IDENTIFICATION ===================================== Definition: Employees who demonstrate the capability, engagement, and aspiration to move into significantly higher-level roles within 18–24 months. 9-BOX GRID ASSESSMENT: HIGH PERFORMANCE (Results) ↑ ┌──────────┬──────────┬──────────┐ 9 │ 7 │ 8 │ 9 │ │ Solid │ HiPo │ Star │ 8 │ Performer│ │ Performer│ ← HiPo zone (boxes 7, 8, 9) ├──────────┼──────────┼──────────┤ 7 │ 4 │ 5 │ 6 │ │ Emerging │ │ Inconsistent│ ├──────────┼──────────┼──────────┤ │ 1 │ 2 │ 3 │ 6 │ Limited │ │ │ │ Contributor│ │ │ └──────────┴──────────┴──────────┘ ← Low COMPETENCY/ → High Competency/Potential Potential HiPo criteria (must meet ALL): → Performance: Top quartile in last 2 review cycles → Potential: Demonstrates capability for roles 2+ levels above current → Engagement: Committed to long-term growth at the company → Aspiration: Wants to move up (some HiPos prefer depth over breadth — respect this) → Leadership competencies: Meets or exceeds expectations for next level Calibration process: 1. Managers nominate employees (with written justification) 2. HR reviews against objective criteria (performance ratings, tenure, skills) 3. Calibration meeting: Cross-functional leaders review nominations together 4. Diversity lens: Ensure HiPo pool reflects workforce demographics 5. Final HiPo list approved by CHRO and CEO 6. HiPo status communicated to employee and development plan created ``` ## Executive Coaching ``` EXECUTIVE COACHING FRAMEWORK ============================== Eligibility: Directors, VPs, C-Suite Duration: 6–12 months (typically 12 sessions, monthly) Coach selection: External executive coach matched by background, industry, style COACHING PROCESS: Phase 1: Discovery (Sessions 1–2) → 360 feedback collected and reviewed → Executive self-assessment → Identify 2–3 development goals → Establish coaching agreement (confidentiality, frequency, expectations) Phase 2: Development (Sessions 3–9) → Monthly 90-minute sessions → Focus areas rotate: Strategy, communication, team leadership, stakeholder mgmt → Between-session actions: Behavioral experiments, feedback collection → Progress tracked against initial goals → 360 mid-point check (optional, Session 6) Phase 3: Consolidation (Sessions 10–12) → Review progress against goals → Create ongoing development plan → Identify peer accountability partners → Coach transition: Self-sufficiency and continued growth → Final 360 (compare to baseline) COACHING CONFIDENTIALITY: → Content of coaching sessions is confidential (shared only with coachee) → Progress reports to sponsor: Only high-level, no specific conversation content → Sponsor (typically coachee's manager or CHRO) receives: - Goals set at outset - General progress indicators (on track / needs attention) - Recommendations for organizational support Measuring ROI: → Post-program 360 improvement scores → Retention of coachee → Retention of coachee's direct reports → Promotion rate of coachee within 18 months → Participant satisfaction (Net Promoter Score for coaching) ``` ## Integration Points - Performance platform: Performance data for HiPo identification - 360 tools: Baseline and post-program assessments - LMS: Course delivery, progress tracking - HRIS: HiPo status flagging, development plan storage - Succession planning tools: Integration with talent review and succession data - Calendar: Coaching session scheduling, milestone tracking - Slack/Teams: Cohort communication, resource sharing ## Edge Cases - **Geographic dispersion**: Virtual cohorts; time-zone-friendly scheduling; local coaching options - **Underrepresented groups in HiPo pool**: Actively identify and sponsor; bias training for nominators - **Manager resistance**: Some managers reluctant to develop successors; address through leadership alignment - **Program dropouts**: Life events, role changes, disengagement — exit gracefully, document lessons - **Budget constraints**: Tiered program (basic for all, premium coaching for HiPos) - **Alumni management**: Ongoing community, advanced programs, mentorship of new cohorts