A Leadership Development Plan Case Study

This is an example of a ‘leadershiplan’.

We encourage all our clients to use such an online-digital template but we are ready to use a more traditional ‘paper’ based one or email-exchange one. In any case, every bit of information is completely secure, private, encrypted and password protected. Only the coach and the client have access to the information exchanged.

In this ‘leadershiplan’ example, we deactivated all the links and protected any sensitive information.

The Data Gathering/ Intake/ Preparation Phase refers to the start of a ‘leadershiplan’. During the 1-3 sessions (3 to max. 7 hours) of coaching, you:

  • get to know your coach and set a formal contract of work
  • involve your sponsor (HR manager, direct manager)
  • get the sponsor’s demands from the ‘leadershiplan’
  • get to know your goal (define and refine it to the point you really want it to happen and can measure it)
  • evaluate yourself using several psychometric and personality tests
  • get evaluated through the eyes of your other peers, subordinates, and managers from work and possibly other stakeholders important for your development (360 questionnaires)

I. INITIAL NOTES

1. Formal Contract Details:

We set a prospective 10 meetings plan and a next session to decipher and clarify objectives and attainable goals. Intermediary payment at half the ‘leadershiplan’ (session #5) and final.

2. Informal Contract Details:

Agreed on ‘sincerity’, ‘coach being supportive more than challenging’, ‘no strings attached’, ‘constant positive feedback’, ‘regular video coaching analysis’, 1 time ‘on-the-job coaching’, ‘possible NLP interventions along the way’, ‘10 minutes breathing and centering intro-phase each session’, ‘explanations on- and co-creation of the leadershiplan and focus & fundamental practices’.

3. Client Declared Goal:

To feel more energized, motivated, and focused when at work, even when not having new, creative projects, being in a pro-active mood towards her subordinates.

4. Sponsor’s Requested Goal:

The client was referred to me by her boss with the recommendation to help her be more ‘emotionally available to her subordinates, peers and manager’ in her leadership role not only ‘passively but exquisitely’ solving managerial tasks.

5. Working Goal (refined after assessments, tests, and input from stakeholders/ sponsor):

To feel more energized, motivated, and focused when at work, even when not having new, creative projects, being in a pro-active mood towards her subordinates, in order to be more emotionally involved at work, help others in a better way, listen more and empathize. Organize better my physical resources and acceptance of others.

6. Meta Goal (urgency, why important):

Have enough time for development, study, self-promotion at work. Increase chances for promotion and for a wage increase; better help others; get more organized in other areas of life; create and be creative; be a better colleague, boss, and mom.

7. Goal Succes Evaluation (observable):

respect working hours and be home at 19:00 each day (available for others in her other roles – mom and wife)

delegate all operational decisions to subordinates (liberate operational burden and have more time for team development)

8. Coach Initial Notes:

The ‘sponsor’ assured cooperation during the ‘leadershiplan’ and give regular intermediary feedback on the development of her subordinate (client-coachee).

The client showed an initial limited interest for coaching. The interest increased when discovered the collateral benefits. Did not have a prior experience of a development plan or coaching.

Coach presented the outline of the ‘leadershiplan’ and the first batch of psychometric tests and questionnaires to be taken by the client.

II. TESTS AND QUESTIONNAIRES

1. Change Readiness Test (How Eager Are You To Learn & Change?)

Here Take The Change Readiness Test

Results: Total Score: 21 ; Adaptability: 22 ; Optimism: 26 ; Resourcefulness: 26 ; Self-Confidence: 26 ; Motivation/Passion: 19 ; Adventure Spirit: 20; Ambiguity Tolerance: 17; 

Individual and Total Optimal Score: 22-26

Coach Notes: Warning on Motivation/ Passion (19) and Ambiguity Tolerance (17) scores.

Questions for you: Was there an occasion in your life when you embraced change with passion and risked your conform, entering gracefully into the unknown? Can you borrow resources (mood, attitude, beliefs, habits) from that occasion(s)?

Client response: It was when I moved into this city for my university studies. Your question moved me as I understand now I was more available to others in that occasion. My ambiguity tolerance might have dropped during the last 10 years due to my job responsibilities. I can try to remind myself (through photos of that period) haw is to be whole and free, available and relaxed in the face of what life throughs at you. 

2. The 360 Leadership Values Assesment (Your and Other’s Perspective Regarding Own Values in Leadership)

Here Take The 360 Leadership Values Assesment Test

Here is the report with your results (uploaded by coach)

The Goal through the lens of stakeholders: in line

Coach Notes: Reflect on what people have asked you to improve, and look to the strengths noted by you and me to determine ways to develop and deepen your journey as a leader.

You demonstrate the following potentially limiting behavior: long hours. Long hours are an indication that an individual is overwhelmed and not using resources effectively. Overworking can cause an unhealthy imbalance in life. Over time long hours can reduce personal resilience, decrease productivity, and have a deleterious impact on health.

You have a good degree of self-awareness but there are a number of your values which your assessors do not clearly recognize in you.

Pay particular attention to any levels where you believe you show focus, which is not clearly recognized by your assessors.

3. The Enneagram Test (Patterns of Leadership Behavior)

Here Take The Enneagram Test (12$)

Here is the report with your results (uploaded by coach)

Results: Type: 2 + Orange (AQAL, see below)

Virtue: Humility ; Fixation: Flattery ; Passion: Pride ; Basic Fear: of being loved; Basic Desire: to feel love; In search of: intimacy; Healthy Sense of Self: ‘I am a caring, loving person’; Hidden Complaint: ‘I am always loving – others take me for granted’, Key Defense Mechanism: Identification, Reactivity, Denial; Main Temptation: serving other, without own needs; Saving Grace: genuine empathy; Structural Pattern: indirection; Cognitive Error: value based on positive response from others.

Coach Notes: Indispensability in organizations is the key means of maintaining and achieving success for Type Two, the ‘executive assistant’ at the Orange level. Type Two at this level often appears as the “power behind the throne”, giving to those in power as a means to attain power and material success for self. You often put herself into the position of a  ‘gatekeeper’, controlling who has access to what and whom. The ‘provider’ wants his giving to be recognized, appreciated and rewarded. 

The goal through the lens of Enneagram type: in line

Read More on Enneagram

4. Integral AQAL Quadrant & Stage (Completeness of Own Leadership Perspective)

Primary Quadrant: UL (interior, subjective)

Secondary Quadrant: UR (interior, objective)

Blind Quadrant: LL (collective, intersubjective), LR (collective, objective)

Evolutionary Stage: Orange, Expert to Achiever. Assumptions about leadership: tactical solver (interest in becoming more strategic). Agility in pivotal conversations: Accommodative in dealing with differences, interested in receiving feedback (not much giving). Agility in leading teams: Supervisor, one-on-one preferred, group not a team. Agility in leading org. change: Incremental improvements, not a change agent

Evolutionary Stage of the Goal: Same

Read More on Coaching For Integral Leadership

Read More on Levels of Consciousness and Enneagram

5. Consciousness and Types of Intelligence (Types of Intelligence as Leadership Assets)

Here Take The CQ-I Test (Free, 50 minutes)

Here is the report with your results (uploaded by coach)

Results: Consciousness Quotient: 68.3% (optimal higher) Physical: 73,3%; Emotional: 60.1%; Cognitive: 67,3%; Social-Relational: 63,1%; Self: 68,5%; Inner Growth: 72,3%; Spiritual: 73,2%

Coach Notes: Emotional & Social Relational are key, showing a gap. Inner Growth is key showing a resource.

Emotional Score 60.1%: The Emotional CQ refers to the capacity for awareness of one’s emotions and feelings, and their development and interactions. The Emotional CQ include traits, skills and abilities related to the emotional world, such as empathy, emotional validation, openness, vulnerability, recognition of people’s emotions, detecting the automatic patterns in emotional life, mirroring others, emotional acceptance, emotional intelligence, the ability to select among emotions and to sustain positive emotions, adapting emotional responses to various social contexts, and acceptance of any emotions that appear in you.

Your score on the Emotional Consciousness scale is in the middle values range, meaning that you are partly aware of your own emotions and feelings. You are capable of assertive behavior adapted to the environment with a certain limited degree.

Relational Social Score: 63.1%. The Social-Relational CQ refers to the capacity for awareness of the relations and connections with the people around us and the communities we are a part of. The Social-Relational CQ includes traits, skills and abilities related to parental relationships, close relationships, social interactions, perception of others’ communications styles, detecting social deception, cognitive empathy, social intuition, flexibility in social behaviours, outrospection (a means of getting to know oneself by developing relationships and empathetic thinking with others), awareness of in-out groups stereotypes, cognitive openness when discussing matters with others, detecting the hidden agendas of the people we listen to or talk to, and conversational skills.

Your score on the Social Consciousness scale is in the middle values range, meaning that you are somehow aware of your relationships with others. You can identify some of the changes in the dynamics of close relations and you have moderate interpersonal skills that allow you to connect with people.

Read More On The Psychograph

Read More on CQ-I (Consciousness Quotient)

6. 16 Personalities (Leadership Personality)

Here Take The 16 Personalities Test (Free, 15 minutes)

Your Test Link Attached (uploaded by coach)

Results: ‘Virtuoso’ ISTP (-T) Strengths: Optimistic and Energetic, Creative and Practical, Spontaneous and Rational, Know How to Prioritize, Great in a Crisis, Relaxed Weaknesses: Stubborn, Insensitive, Private and Reserved, Easily Bored, Dislike Commitment, Risky Behavior

Coach Notes: We will use your optimism and energy to get to your goal. We should be aware of the reasons for your stubbornness when it appears in relation to your practices.

Read more on the 16 types

III. COACH’s SWOT

Strengths

Resourcefulness, Self-Confidence, good memory of past changes, goal (orange) and evolutionary stage (orange – achiever) in line, a good degree of self-awareness (UL primary AQAL, Inner Growth 72% CQ-I), alignment of stakeholders and client on the goal, desire to feel love, dedicated and passionate, goal and Enneagram type aligned, interested in receiving feedback, agreed on video feedback, physically fit, optimistic, energetic

Weaknesses and Gaps

Low Ambiguity Tolerance (17), limited NLP interventions due to virtual coaching only, long working hours draining energy for coaching, flattery and the sense of indispensability, indirection, blindness on LL quadrant (AQAL) and moderate interest in stepping in and leading people, low emotional and relational quotient (exactly the goal gap), stubbornness

Opportunities

Support from the sponsor, NLP interventions permitted, not interested in urgent career shift leaves room and disponibility for deep learning, secondary UR quadrant (apt for action practices),  good kinesthetic intelligence (73%) available for body practices

Threats

Limited interest for coaching, varying motivation, and energy, easily bored, dislikes commitment, stubborn

IV. VIDEO & DEBRIEFS

Intake Coaching Session(s) Video Recordings

The video recordings (optional) of the coaching sessions in this phase – Intake- would be available here, completely secured and password protected. Each client has a unique, private, secure, and protected page so that only him/ her and the coach would have access to it.

In a paper-based version of a ‘leadershiplan’, the client receives the video recordings in a protected way. The video recording of your coaching sessions is optional in itself.

Debrief on intake videos and feedback

The coach reviews constantly the video recordings of all the coaching session with a client. The client is also encouraged to do so. Sometimes, the coach would ask the client to review together parts of previous recordings. This is a coaching method of objectifying aspects of a client’s inner dialogue for a better understanding and usage.

The Strategy Phase refers to the planning/ outlining of a ‘leadershiplan’. During the 1-3 sessions (1 to max. 3 hours) of coaching, you:

  • get feedback on the results from the personality tests and questionnaires from the previous phase
  • co-create together with your coach the timeframe for development
  • cooperatively define the developmental lines attitudes, skill sets and behaviors to change during the timeframe
  • evaluate existing and future resources and limitations
  • get introduced to your first Cycle Of Development Focus Practice and to your first Fundamental Practice (see next phase)

I. THE LEADERSHIPLAN

The Two Metaphors:

The Current Way Of Leading

The Dedicated Fireman’. Tactically outstanding, ‘passively but exquisitely solving managerial tasks’ (sponsor words), a fireman is great in a crisis. You can rely on him for his ability to spot any threat and peril. He does so with dedication, working his body long hours to ensure everyone is ‘safe’. He is available in this sense (task-related) but leaves little room for chit-chat with his colleagues. He is always on the run to the next fire but this does not mean a fire is about to break in his own yard. As they say: ‘the greatest banker is poorly managing his very own money’. 

The New Way Of Leading (Including and Transcending the Current Way)

The Intuitive Personal Assistant’. When the head is excessively used in an improper way and for ‘long hours’, it leaves little space even for the simplest form of intuition. We may think of heart, head or body intuition. You know, that feeling of closeness and intimacy with someone, when you do not feel like being in separate bodies? An intuitive PA is like a servant leader: it listens, notices and acts in the best way. And listening is directed at people, not their tasks. 

The Developmental Lines/ Skills/ Behaviors/ Moods to be developed for the New Way of Leading to emerge:

Line of Development 1: I am more able to discern between ‘flowers’ and ‘weeds’, between what is urgent and what is important and take decision what to follow. Skill to develop: Distancing from ‘the fires’. Possible Focus Practices: leaning back, delaying, not paying attention to agendas, looking in people’s eyes and at their hands, working remotely, chair set at a wider distance from the desk.

Line of Development 2: I am more able to remain focused on the most important things and continue solving them in the middle of ‘flames and fires’, getting others to help me. Skill to develop: choosing what’s right, solving urgencies cooperatively (not alone). Possible Focus Practices: creating circles of trust, ‘task force teams’, a tribal sense of belonging, using symbols of collectiveness, being like others, studying fashions, trends, and currents in fashion.

Line of Development 3: I am more able to enjoy each moment of life and experience joy and celebration in my doings, feelings, and thoughts, by myself and with others. Skill to develop: enjoying being with others. Possible Focus Practices: organizing tea-parties and ‘fashion dorm parades’.

Possible Fundamental Practices: Group Tai Chi or Group Yoga classes (hobby for mindful sports), choir (old hobby).

II. Videos & Debriefs

Strategy Coaching Sessions Video Recordings

The video recordings (optional) of the coaching sessions in this phase – Strategy- would be available here, completely secured and password protected. Each client has a unique, private, secure, and protected page so that only him/ her and the coach would have access to it.

In a paper-based version of a ‘leadershiplan’, the client receives the video recordings in a protected way. The video recording of your coaching sessions is optional in itself.

Debrief on strategy videos and feedback

The coach reviews constantly the video recordings of all the coaching session with a client. The client is also encouraged to do so. Sometimes, the coach would ask the client to review together parts of previous recordings. This is a coaching method of objectifying aspects of a client’s inner dialogue for a better understanding and usage.

The Developmental Phase refers to the core ‘muscle development’ period of a ‘leadershiplan’, through iterations of similar Cycles of Development. During each of the 3 to 7 bimonthly  sessions (1,5h hours each) of coaching, you:

  • analyze the video recording of the previous sessions (attitude, the way of relating to your goal, resources, limitations) (1/4 of time)
  • describe your daily Focus and Fundamental practice development during the latest/ previous Cycle of Development, get feedback in relation to your goal and co-create your learning outcome (1/4 of the time)
  • are presented the new Focus Practice (and Fundamental Practice where the case) and test it for the first time (1/4 of the time)
  • other topics of discussions, dilemmas helping your learning (1/4 of the time)

I. Focus Practices

1. Self-Observation Practice:

The focus of this Self Observation Exercise is to give you a clear sense of what is going inside you right now and what is the exterior outcome of that process. The focus will be on the way the Dedicated Fireman things, feels and acts and how is he perceived from the outside. I want you to get to notice the Fireman life these two weeks: how he spots fires and decide to extinguish them.

DailyPrecisely at 12:15, you will have to extinguish the following fire: make a note in your coaching diary of all the “fires” appeared during the morning:

1. How did you spot the fires today?

2. How did you extinguish them until this moment and how many (number) are still consuming your energy right at this moment and have to be extinguished till afternoon.

Weekly: Each Wednesday and Friday afternoon, before leaving from work, please answer these 2 brief questions in your coaching diary with a conclusive short paragraph, taking into consideration the previous midday notes for Monday, Tuesday & Wednesday and Thursday-Friday respectively.

3. What are you discovering now about how you reacted to the apparition of new fires the last 2-3 days?

4. What are you discovering your feelings, thoughts and body sensations were the last 2-3 days when succeeded or not succeeded in extinguishing the fires?

5. How does extinguishing fires prevent you from being available to your team members?

2. Focus Practice #2:

3. Focus Practice #3:

II. Fundamental Practices

1. Fundamental Practice #1

This Foundation Practice draws upon your previous pleasure in doing sports and is one that invites you to regain energy from doing what you love while also proposing a new way of sensing your focus and energy never experienced before.

Practicing Tai Chi is going to enhance your presence in the moment, your balance and active focusing in a soft, gentle and yet powerful way. The aerobic exercises (swimming, running and/ or cycling at your choice) are going to provide you with more energy, with resources of energy for the hard days, more oxygen and at the same time more decisiveness on your ideas, thoughts, and feelings.

I invite you to create a clear program of aerobic exercises at your choice, for each weekend mornings of the next 8 weeks. The more you are clear of your program in advance, the more you will enjoy it as expectation creates pleasure. Think of the energy you gain by running/ cycling in the park on a weekend morning for a few kilometers. Swimming on a summer day will cool you while giving a sense of profound relaxation. Swimm at your own pace, own style, not competing but enjoying the activity for yourself. You may think of it like extinguishing the fires within. While the rhythm or pace is not important, the dedication of following the program is essential. And, the invitation is for 2 – you and your husband. Even if he does not accompany you in this practice, by having him involved and with you will enhance your own dedication to yourself and availability to others as well.

I recommend you take professional classes of Tai Chi once or twice a week, during 1 or 2 evenings. Find a good group trainer and enjoy new people in refining your balance and focus in this form of body and mind art. The fluidity of movements and the relaxation it gives, in the end, will simply blow your mind away.

Put on some comfy clothes and get going!

2. Fundamental Practice #2:

III. VIDEOS & DEBRIEFS

Development Coaching Sessions Video Recordings

The video recordings (optional) of the coaching sessions in the IIIrd phase – Development- would be available here, completely secured and password protected. Each client has a unique, private, secure, and protected page so that only him/ her and the coach would have access to it.

In a paper-based version of a ‘leadershiplan’, the client receives the video recordings in a protected way. The video recording of your coaching sessions is optional in itself.

Debrief on development videos and feedback

The coach reviews constantly the video recordings of all the coaching session with a client. The client is also encouraged to do so. Sometimes, the coach would ask the client to review together parts of previous recordings. This is a coaching method of objectifying aspects of a client’s inner dialogue for a better understanding and usage.

The Celebration/ Take Off/ Closure Phase refers to the closing and evaluation moments at the end of the ‘leadershiplan’. During the 1-3 sessions (1 to max. 3 hours) of coaching, you:

  • put together everything you’ve learned through a series of real-life tests of the new attitudes and skill sets acquired
  • evaluate your progress and reaching of the goal, draw learning outcomes
  • report to the sponsor where the case
  • define future possible challenges and goals to attain
  • are left with a final Fundamental Practice to even further strengthen your main skill or attitude or behavior in the ‘leadershiplan’

I. RE-EVALUATION & ROI

The 360 Leadership Values Assesment

Here Take The 360 Leadership Values Assesment Test

Here is the report with your results (uploaded by coach)

Coach Notes: The Leadership Values Assesment report 5 months later showed an observable increase in client’s availability towards team members. The ‘long hours’ issue decreased significantly due to a better optimization of work (reported by the client and co-workers also).

II. VIDEOS & DEBRIEFS

Closure Coaching Sessions Video Recordings

The video recordings (optional) of the coaching sessions in this phase – Closure- would be available here, completely secured and password protected. Each client has a unique, private, secure, and protected page so that only him/ her and the coach would have access to it.

In a paper-based version of a ‘leadershiplan’, the client receives the video recordings in a protected way. The video recording of your coaching sessions is optional in itself.

Debrief on closure videos and feedback

The coach reviews constantly the video recordings of all the coaching session with a client. The client is also encouraged to do so. Sometimes, the coach would ask the client to review together parts of previous recordings. This is a coaching method of objectifying aspects of a client’s inner dialogue for a better understanding and usage.

III. FINAL NOTES

Final meeting with the sponsor

The sponsor noticed client’s different approach since the beginning of the program. She noticed several sustained changed behaviors during regular meetings and even during lunch brakes. In the end, the sponsor mentioned also a clearly reduced workload and stress experienced by her subordinate and an improved personal relationship with her. The ‘long hours’ days are now reported to be extremely rare.

Coachee/ Client Notes & Feedback

‘I’ve started this leadershiplan program in doubts; I did not believe in me changing so fast in just several months. When I first encountered the multitude of tests at the beginning, I said ‘oh, man, this is going to be damn hard’. I was reluctant in meeting you the first 2 or 3 sessions. When we started the development phase, it all made sense: the practices, the evaluation at the beginning.

For me, it was a deep dive into the unknown, a risky one; several times I was on the verge of quitting – you remember focus practice 3, right. I am glad I am home early now; it did not happen during the 5 years of my daughter and I realized how much I missed. 

Coach Notes & Future Pace Recommendations

The key practice has proved to be The Focus Practice #2 (‘From Seeing to Intuiting’) – as reported by the client- where she had to distance herself from the tasks and get closer to the people around, using her own body and arm’s length. 

Future Pace: Keep this practice and redo the other 2 Focus Practices + the Fundamental Practices, each for a month during the next year.

Testimonial from coachee

It touches you from the start. You might perceive the plan as too structured and limited in the beginning but then you realize how big the work is behind each detail. I felt completely taken in and cherished. The ‘practices’ were tailored so ‘for me’ that I even thought at some point how come I did not come up with them myself earlier in my life.

The coach seems to understand you deeply. At least for me and several others I know have passed through such a ‘leadershiplan’. 

Froma professional and results-oriented point of view, I realized what I wanted: a reduced workday, an increased participation to my team’s life, being accepted as a formal and informal leader, recognition. 

DID YOU LIKE THIS CASE STUDY?

Do you feel prepared to develop your leadership skills?

WOULD YOU LIKE TO SEE THE TEMPLATE?

It's the online template we use to create leadershiplans for all our clients.