2. When we are unaware,
we unconsciously engage in
our default behavior patterns.
To actively engage in leadership
development, we must consciously
make choices and take actions that
create leadership development
opportunities.
We must be aware.
4. Following the Model
You must believe there is a need for leadership
development in your - or any - organization.
You will find the opportunities to grow and refine
your understanding of the needs and process.
You will begin to identify opportunities where you
can test, measure, and affirm leadership and
talent development.
You will begin building a bank of those possessing
leadership skills.
You will begin making conscious choices about
the building of leaders for the future of your
organization.
5. Following the Model continued
Promote the skills of leaders you develop.
Initiate demonstrations of these leaders to others.
Watch as these leaders begin to affect outcomes
and record success.
As outcomes improve, share with others internal
and external to your organization.
Watch as changes in leadership development take
place and as new leaders begin to emerge.
6. What is Bench Strength?
and Why Do I Care!
Bench strength refers to the
capabilities, readiness and potential of key
staff to move into leadership positions.
A baseball manager has to assess the
talent on the bench and make informed
decisions about how to engage and
develop the players.
We, as nonprofit leaders, must do the
same thing.
7. Talent Assessment
The goal is for leaders to gain insights
into their employees’ performance and
potential.
Many acceptable testing tools are
available. The costs of these tools is
all over the board.
Any talent assessment must include
metrics from or derived from
performance assessment.
8. Performance Potential Matrix
This tool draws on past
performance, which is plotted on a
horizontal axis.
Judgments about an employee’s potential
to take on new responsibility are plotted
on the vertical axis.
Each quadrant where values appear is
interpreted
9. Leadership
Development
Zone
Performance Potential Matrix
P a s t P e r f o r m a n c e
PotentialforNewResponsibility
Low Past
Performance +
High Potential
for New
Responsibility
High Past
Performance +
High Potential
for New
Responsibility
Low Past
Performance +
Low Potential for
New
Responsibility
High Past
Performance +
Low Potential for
New
Responsibility
10. Your Support as Staff & Managers
Own succession management and
talent development.
The Human Resources department
should support the process, but we as
managers must own it.
Accountability for selecting and
developing new managers and leaders
cannot be delegated; it is integral to our
success.
11. Life-Long Learning
“Live as if you were to die tomorrow.
Learn as if you were to live forever.”
- Mahatma Gandhi
