My manager asked me to create a leadership development plan as part of a new initiative for high-potential employees. I have some ideas, but it feels strange to write my own plan for someone else to approve. How specific and measurable do these goals need to be, and is it better to focus on skills I'm weak in or double down on my strengths?
Nice question. A leadership development plan should be a practical map, not a diary. Mix growth targets with measurable outcomes. For example: Lead a cross‑functional onboarding initiative to increase new‑hire satisfaction by 15% within 6 months, with a project plan, weekly check‑ins, and a post‑mortem. Then add one growth goal tied to a weaker area, like 'practice active listening in 1:1s and solicit feedback monthly.' Do you think that framing would be doable for your situation?
Totally get the tension between specificity and authenticity. The trick is to set a primary objective strongly aligned with business needs, plus a couple of development bets. If you can't quantify the goal, use a clear process metric: e.g., 'increase stakeholder feedback quality by collecting and synthesizing input from 5+ teams each quarter.' Would you like a shorter two-line version you could drop into the plan?
Here's a lean template that keeps you honest: Objective, Strengths to lean on, Growth areas to develop, Learning activities, Success metrics, Timeline, Check-ins. Example: Objective: become more effective at delegating; Strengths: visible initiative; Growth: delegation. Learning: shadow a peer manager, run monthly delegation exercise; Metrics: 2 successful delegations per sprint, 1 rework reduction; Timeline: 6 months.
Balance is key: pick metrics that tie to outcomes, not vanity skills. You might focus on a small number of 'leadership outcomes' like team morale, project delivery speed, or retention of junior staff. Tie actions to those: 'mentor a junior teammate for 3 months', 'lead a project with 2‑week sprints', etc. Does that approach help you frame your own plan?
Make it a living document. Schedule quarterly reviews with your manager to adjust goals as you learn more about the company and your role. Include a one‑paragraph self‑reflection at each update. Would a short two page draft you can share help you start the conversation?
I can help you draft a clean, two‑page prototype if you share your role, a couple responsibilities you want to grow, and what success would look like. Do you want me to map a starting version you can show your manager?