MUST READ Book!

People Succession

People Succession: Lessons from Forward Thinking Executives in Middle-Market Companies

 

by Carol Bergeron

 

A provocative read for executives, the board of directors, and people managers in middle-market and aspiring middle-market companies who choose to groom the next generation of leaders while reducing the risk of organizational underperformance due to job vacancies and capabilities’ shortages. Learn more

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April 2015: Exemplary Leaders Develop Themselves

Organizations are only as good as their people. As leader, employees will notice how you choose to improve your own effectiveness. Be the exemplary leader and reflect on your areas of strength and development, create and implement an action plan and chart your progress. Start by looking into the mirror when answering questions like:

Reflect

1. What were your most significant accomplishments and disappointments this past year?
2. What personal strengths do you have that contributed to the successes?
3. What got in the way of your personal effectiveness?
4. What are your goals for the future and how do they relate to those of the organization?
5. What knowledge, skills, abilities and behaviors are required to do the job well?
6. What areas should be developed so you may reach your future goals?

Create and Implement an Action Plan

1. Prioritize your development needs taking into account the most important goals of the organization. 2. Determine how to fill the development gaps. Consider: continuing education, e-learning, research, training coupled with coaching & mentoring, reading, connecting with experts in the field by attending conferences or joining a relevant professional association. Assign a timeline for each action step.
3. Make time and do it. Pick up that book and read it. Join an association and register for the next event.
4. Apply learnings to your professional challenges.

Chart Progress

1. Discipline yourself to review your progress each month. Perhaps link it to another monthly activity such as reviewing operating results of the organization.
2. Did you do what you committed to do? If not, why not? What obstacles must be overcome?
3. If so, what discoveries have you made and what implications do they have to you and the organization?
4. How and when do you intend to follow up? This process is dynamic not static, so update your action plan.

Use this simple approach and your future accomplishments will have greater meaning since personal self-development was part of the formula for success. You'll inspire others to do the same.

Carol Bergeron of Bergeron Associates helps people and organizations achieve their goals while increasing employee engagement, productivity and retention, preserving mission critical capabilities and building the pipeline of next generation leaders. Through a fresh set of eyes she supplements existing learning and organizational development resources and services. Carol can be reached at 781-376-4071, carol@bergeronassociates.com, www.bergeronassociates.com