Best Practives in Leadership Development & Organization Change 18. 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. | 140 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE motivational and communication requirements for employees and must draw upon a variety of leadership behaviors and skills to address all these various situational needs within the context of the merger. Leadership First approaches the learning process from this perspective. The program is also unique in that instead of assigning the development task to the training and development staff it employs active participation of the firm s CEO and executive committee members as facilitators in all sessions and requires one member of the executive committee to serve as the group mentor sponsor for each group of participants. Last the program is tied closely into other FCG processes such as PCADs and the coaching process and is totally integrated with the firm s emphasis on becoming well managed both financially and in the handling of people. Evaluating Leadership First in any truly measurable way at this early stage of its administration is difficult. There are however a few initial results that merit recognition The disciplines of preparation for the Leadership First sessions are having an immediate impact on practice units focus and profitability. Because several key members of one practice unit were in the same group they have been able to make some significant and very different decisions about cutting costs changing business models and recruiting people. Sharing business unit models and strategy documents with all VPs and directors has made a significant impact on several groups. One vice president has changed his approach to his practice unit resulting in significant improvements in growth. Another key practice unit has significantly improved its performance as a result of the attendance of its leader in the program. The true measure of the program s tangible gains and success however will be demonstrated in the coming years through the firm s bench strength depth and readiness and ultimately through
