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How to audit and implement for performance in Leadership development programs and practices – seven ideas you need

Updated on February 2, 2011
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Ben is scientist, teacher, researcher and author who loves to help you to be more, do more and achieve more. He is an Amazon kindle author

How to audit and implement for performance in Leadership development programs and practices – seven ideas you need

Benjamin S C Ugoji

“Great leaders create a sense of abundance (meaning, purpose, hope, pleasure) that engages people and delivers value to stakeholder.”

Dave and Wendy Ulrich (Except from their article Creating abundance: Leaders are meaning makers).

If you are in consultancy business you would probably be use to developing, creating and implementing leadership programs of one type or the other. The aim of such programs is to influence people to do more for themselves and also the organisations that they represent. Many leadership development programmes take place in both sides of the Atlantic. It requires energy, effort and resources to do these leadership programmes. But the bottom line is that do they do what they say in their sales letter. If they do what are the criteria you can use to measure performance.

The quote from Ulrich’s suggests that there need to be return on investment in any leadership transaction. These seven points were the suggestions from a quality assurance organisation that audits leadership programs. It is important to share this knowledge since hay is important in shaping the outcome from such transactions (leadership development programs)

1.Vision/Mission: What does the leadership program set out to achieve in terms of the vision and mission of the organisation? Are these statements linked to strategy, meaningful to participants and focus on target outcome

2.Involvement and Participation: This examines the extent of the involvement and the depth of participation.

3.Measurement and Accountability: what return on investment (ROI) measures are made and reported and what degree of accountability for performance and results part of the program.

4.Design, Content and Curriculum: How well designed is the program? How credible is the content? How relevant is the curriculum. Hoe customised is the program. Concisely this question the whole experience involved in the creative process of the program.

5.Presenter, presentation and delivery: What are the qualifications of the presenters, how effective is their presentation and how is the program delivery?

6.Take home value: What will the participants take home and apply to improve themselves, their families their teams or their volunteering work?

7.Outreach: What is the impact of the program on stakeholders?

In conclusion it will be good to have a conceptual framework to follow when determining the effectiveness of a leadership development program. Experience has structure and good experiences good practices leads to successful outcomes. I think these seven points should be one of them.

Copyright ©2011 Benjamin S C Ugoji


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