Best Practives in Leadership Development & Organization Change 5. Mục đích của cuốn cẩm nang này là cung cấp cho bạn tất cả các yếu tố cần thiết và thiết thực làm thế nào để phát triển khả năng tổ chức, thực hiện một thay đổi tốt nhất và sáng kiến lãnh đạo trong tổ chức của bạn một cách hiệu quả và tốt nhất. | 10 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Follow-Up with Key Stakeholders The APEX program was grounded in the A4SL Coaching Consulting research regarding the impact of follow-up on perceived leadership effectiveness. In virtually every organization in which A4SL C C has delivered coaching services one lesson is universally the same regular follow-up with key stakeholders equates with perceived improvement in leadership effectiveness. At least some of the Agilent executives who were seen as following up effectively probably informed raters of their development objectives during the initial debrief of the 360-degree results. The initial debriefing is ideally a focused five- to ten-minute individual meeting held with each respondent immediately after the 360-degree report is received. The follow-up addresses Thanking raters for providing anonymous 360-degree input Relating the positive feedback Disclosing the developmental goal s Enlisting the rater s help in the participant s developmental efforts Having conducted this initial debriefing APEX participants are encouraged to follow up with raters at regular intervals quarterly on average to pursue additional feedback on their improvement. Figure provides some compelling data demonstrating the difference in perceived improvement among those APEX participants who followed up and those who did not. MEASUREMENT THE MINI-SURVEY PROCESS APEX coaching includes up to two online mini-surveys see Exhibit . In addition to providing a clear insight into perceptions of behavioral change these mini-survey results are used to determine improvement for purposes of the results-guarantee clause as well. Mini-surveys are short three- to five-item questionnaires completed by a leader s key stakeholders. Raters are asked to measure improvement in the leader s overall leadership effectiveness and specific areas for development. Raters also indicate whether the leader has followed up with them regarding his
