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Overview: In this part of the communication strategy, you will summarize the business problems the organization is currently experiencing and provide an overview of trends from your analysis. You will also explain how a personal development plan and adaptive leadership toolkit can provide solutions to these challenges.
Summarize the business problems the organization is currently facing and describe how the personal development plan and adaptive leadership toolkit will address them.
Why was the personal development plan created?
Why was the adaptive leadership toolkit developed?
Summarize trends in leadership strengths observed in your analysis of the employee satisfaction survey and describe how they relate to theleadership skills and behaviors included in the adaptive leadership toolkit.
In which areas did leadership score well?
How did your analysis help to inform skills and behaviors included in the adaptive leadership toolkit?
Personal Development Plan: In this part of the communication strategy, you will describe the personal development plan in further detail. You will include how the personal development plan supports the adaptive leadership toolkit and the value it will bring once the entire toolkit is rolled out.
Summarize the importance of including a personal development plan in the adaptive leadership toolkit and explain the value it will bring to the organization.
Adaptive Leadership Toolkit: In this part of the communication strategy, you will describe the adaptive leadership toolkit in further detail. You will include how and who the adaptive leadership toolkit brings value to within the organization.
Describe how the adaptive leadership toolkit will be used and who within the organization will manage it. Your response should address the following:
Describe the specific leadership skills and behaviors that are included in the adaptive leadership toolkit and explain how developing these skills and behaviors will address the business problems the organization currently faces. Use trends from the employee satisfaction survey to support your response.
Rollout and Implementation: In this part of the communication strategy, you will provide more details around the rollout and implementation of the adaptive leadership toolkit throughout the organization.
Provide a timeframe for rollout and implementation of the adaptive leadership toolkit and justify how this strategy supports the organization’s goal of improving leadership skills and behaviors over the next two years.
How will the success of this rollout and implementation be measured?
What are some important milestones to consider for tracking progress?
Describe the feedback and communicationstrategy associated with continuous improvements to the adaptive leadership toolkit. Your response should address the following:
How can employees provide feedback on any roadblocks, issues, or ideas for improvement?
How will updates to the adaptive leadership toolkit be communicated from leadership down to employees?
MBA 530 Module Six Assignment
Personal Development Plan Template
Complete this template by replacing the bracketed text with the relevant information.
First and Last Name: LaKisha R. Harris
Date: June 15, 2024
Goal Description:
My personal development goal is to significantly improve my ability to challenge the process by
proactively identifying opportunities for innovation and generating small wins through
experimentation and calculated risk-taking. The objectives are to:
1. Identify at least one new opportunity each month to improve a process, procedure or
product
2. Implement at least one innovative idea per quarter that leads to a measurable “small
win” for the team
Leadership Competency: Challenge the Process
Category
S: Specific
Explanation
What do I plan to
accomplish? What do I plan
to achieve? What is the
reason for this goal? Why is it
relevant?
Example: Ensure a
development plan, with
specific deliverables, is jointly
developed with all of my
direct reports.
Response
My goal is to significantly
improve my ability to
challenge the process by
proactively identifying
opportunities for innovation
and generating small wins
through experimentation and
calculated risk-taking. The
reason for setting this goal is
that my LPI self-assessment
showed “Challenge the
Process” as my lowest-rated
leadership practice.
Developing this area will
make me a more wellrounded leader who doesn’t
just maintain the status quo
but drives positive change
and improvement.
It’s highly relevant because
our organization needs to
evolve and innovate
continuously to stay
competitive. As a leader, I
need to model the way to
seek out innovative ways to
improve our work rather than
Category
Explanation
Response
simply executing our current
procedures and processes. By
focusing on enhancing this
leadership practice, I will
push myself and my team to
new levels of creativity and
impact. We may fail at times,
but we will learn and get
better through the process.
Specifically, I plan to
accomplish two main
objectives:
1. Identify at least one
new opportunity
each month to
improve a process,
procedure or
product. I will
proactively look for
areas of inefficiency,
waste, customer pain
points, market
trends, competitive
threats, etc., that
present opportunities
for us to innovate
and optimize how we
work. I will engage
my team, peers, and
stakeholders to help
uncover these
opportunities.
2. Implement at least
one innovative idea
per quarter that leads
to a measurable
“small win” for the
team. From the
opportunities
identified, I will work
with others to
brainstorm creative
solutions and select
one or more actually
to implement and
test each quarter.
Category
M: Measurable
Explanation
What metric(s) will be used
to determine if you meet the
goal? If more than one
milestone is
included, provide the metric
that will be used to measure
performance.
Response
The goal is to
translate ideas into
action and learn from
the results, even if
some attempts fail.
The implementation
should result in some
measurable
improvement, even if
small in magnitude.
To measure achievement of
this goal:
1. I will keep a log of
new opportunities
identified to improve
a process, procedure
or product, aiming
for at least one per
month. This will be a
simple spreadsheet
where I capture the
date, a brief
description of the
opportunity, how it
surfaced, and any
initial ideas for
addressing it. I can
tabulate the number
of entries each
month.
2. I will track the
number of innovative
ideas actually
implemented per
quarter, targeting at
least one that
generates a
measurable “small
win” or
improvement. I will
document the
specific idea, the
rationale and
hypothesis, the
implementation plan
Category
A: Achievable
Explanation
Response
and timeline, and the
results. The key
metric is the number
of ideas implemented
within the quarterly
timeframes.
The metrics demonstrating
the impact of each
implemented idea will vary
based on the specific
initiative. Examples could
include:
• X% increase in
process cycle time
• $Y saved in costs
• Z% improvement in
customer satisfaction
scores
• X number of
employee hours
saved through
automation
• $Y increase in
revenue by reaching
a new customer
segment
• Z% reduction in
defects or errors
What tools and skills do I
need to achieve the goal?
Who needs to be involved for
me to be successful? What is
my motivation for wanting to
achieve this goal?
To achieve this goal, I will
need to enhance my skills in
areas like creative problemsolving, design thinking, data
analysis, influencing others,
and agile project
management to bring ideas
to fruition. I will take
advantage of online courses
and reading to build
knowledge. I also will seek
out a mentor who is known
for innovation to coach me.
Significant time and effort
will be required to work on
this goal alongside day-to-day
responsibilities. I will need to
Category
Explanation
Response
get better at prioritizing,
delegating, and managing my
time and energy to create
space for the work involved
in identifying opportunities
and implementing
innovations. It won’t be easy,
but it’s doable with focus and
discipline.
I will also need to involve my
team, peers, and
stakeholders across functions
to help brainstorm ideas and
get buy-in to implement
them. Challenging the
process can disrupt the status
quo, so I’ll need to
communicate effectively,
influence, and manage
change with others.
Leveraging the diversity of
thought in the organization
will improve the quality and
creativity of solutions. My
manager will need to support
me in taking calculated risks
and provide air cover if some
initiatives fail, as long as we
are learning.
My motivation to work hard
to achieve this goal comes
from knowing that
challenging the process is a
key practice of exemplary
leaders. It’s the only way to
avoid stagnation and drive
breakthroughs that keep us
competitive. I want to grow
and differentiate myself as a
transformational leader. I
know this will stretch me
outside my comfort zone, but
that’s where growth happens.
I’m energized by the
opportunity to think big, try
new things, and empower my
Category
R: Relevant
Explanation
Response
team to make a more
significant impact.
Seeing innovations take hold
that improve how we work
and deliver for customers will
be incredibly rewarding,
especially when they come
from engaging the talent of
my team members and
others in the organization. I
want my leadership legacy to
be elevating innovation in my
sphere of influence.
Achieving this goal is a
significant step in that
direction.
How is this goal linked to an
overall business objective?
How will this goal increase
my knowledge and improve
my overall performance?
This goal directly supports
our company’s strategic
objective of innovation and
continuous improvement to
sustain our market
leadership. The executive
team has made it crystal clear
that the status quo is not
sufficient to stay ahead of
rapidly evolving customer
needs, technology
advancements, and industry
disruption. They are looking
to leaders at all levels to drive
curiosity, creativity, and
experimentation in order to
surface the innovations that
will become our competitive
advantage. By proactively
searching for opportunities to
enhance processes and
products and taking
calculated risks to implement
new ideas, I will directly
contribute to this business
imperative.
On a personal level, this goal
is relevant to my leadership
development objectives of
Category
T: Time Bound
Explanation
Response
elevating my strategic
thinking, change leadership
and organizational influence.
Challenging the process
requires looking at the big
picture of where our business
and industry are going, not
just focusing on the day-today tactics. It involves
inspiring and rallying others
around a vision for a better
future state and leading the
charge to disrupt ourselves
before we get disrupted.
Becoming more proactive,
creative, and agile in leading
change is perhaps the most
critical development area in
my leadership journey.
Achieving this goal will
improve my overall
performance and value to the
organization. I will develop a
reputation not just for solid
operational execution but for
driving us into the future. I
will gain knowledge about
innovation tools, processes,
and change management
that I can share with others.
My team will become more
engaged and energized by
the opportunity to envision
and implement new
solutions. I will demonstrate
the kind of 21st-century
leadership mindset and
behavior that the company
will need more of to succeed
in the years ahead.
Provide tangible deliverables
(s) with due dates if more
than one milestone is
included. Provide the final
I am committing to work on
this development goal over
the next 12 months, from July
1, 2024 to June 30, 2025. The
Category
Explanation
due date for completion of
this development goal.
Response
following are the key
milestones and deliverables:
1. Monthly, starting in
July 2024 and
continuing through
June 2025:
• Log at least 1 new
opportunity each
month to improve a
process, procedure,
or product (for a total
of at least 12
opportunities
identified over the
year)
2. Quarterly:
• Q3 2024 (July-Sep),
Q4 2024 (Oct-Dec),
Q1 2025 (Jan-Mar),
Q2 2025 (Apr-Jun)
• Implement at least 1
innovative idea each
quarter that
generates a
measurable “small
win” or improvement
(for a total of at least
4 implemented
innovations over the
year)
3. December 2024:
• Mid-point check-in
with manager to
assess progress,
review metrics, and
discuss what’s
working well and
what I can adjust in
my approach for even
better results in the
second half
• Review 360
stakeholder feedback
on how I’m doing
with involving others
Category
Explanation
Response
in challenging the
process
4. June 2025:
• Final review of goal
achievement with
manager, using yearend metrics and the
LPI re-assessment to
evaluate
improvement on the
“Challenge the
Process” practice
• Reflect on lessons
learned, personal
growth, and team
and organizational
impact from focusing
on this goal
• Share critical insights
and celebrate
progress with the
team and key
stakeholders
• Set new goals and
actions to continue
building on this
development area
Final goal completion target:
June 30, 2025
To effectively communicate the adaptive leadership toolkit to the organization’s leadership
and gain buy-in, the following strategies can be implemented.
You can first start by changing how you communicate with the organizations leadership.
Highlight how your toolkit addresses these difficult tasks and provide practical solutions. This
type of tailoring will help leaders see the direct importance and value of the toolkit for their
specific roles and responsibilities. You should always involve your leadership in the development
and clarification of the toolkit. Involving the leaders from the beginning can allow their input and
viewpoints to be incorporated in day-to-day activities. This will also make the organizations
leadership buy into the toolkit’s success. There is always more than one way to get in touch with
your organization’s leadership effectively. Your toolkit can live on or die depending on how you
communicate. Using clear and concise language to explain your purpose can help with real life
examples that can showcase the positives impact of adaptive leadership. To make your graphics
and videos more engaging and memorable, remember to present them in a visually appealing
manner. Offering workshops, seminars or courses specifically designed to focus on the strategies
and concepts can help reinforce the toolkits understandings.
To ensure the sustainability of the communication strategy long-term (more than two
years), the following steps can be taken.
Incorporate the toolkits concepts into the organization’s capability and development programs.
This idea can keep the toolkit relevant and inspire leaders. All companies should actively identify
strong leaders. These organizations should encourage and recommend leaders for the toolkit
allowing them to share their own ventures and success stories and encourage others to do the
same. Conducting surveys and doing interviews can help gather insights from leaders about their
experience with the organization. Using this feedback can help improve your toolkit overtime.
New leaders should be introduced to the toolkit as early as possible. This allows the foundations
to be arranged into the necessary trainings. By implementing these policies, the organization can
effectively communicate the adaptive leadership toolkit to its leadership, gain buy-in, and ensure
its long-term sustainability.
