Best Practives in Leadership Development & Organization Change 21. 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. | 170 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE reinforces the point that leaders can demonstrate excellence when they have to but also need to pay attention to what they do during normal times when they tend to fall back into old habits. Lesson Six Pick your instruments carefully and be sure to have enough data points to support change. Surveys need to closely align with the overall construct of the program. In this case the three surveys and peak performance analysis reinforced the three levels of leaderships both from the moral foundation perspective and from the individual team and organizational perspective. Also be sure the instruments can correlate so they reinforce what leaders may need to work on and don t allow leaders to walk away from the real issues. Day two closes with Marshall Goldsmith s coaching model that we have adapted Goldsmith 2001 . At this point participants have enough data to select one item that they want to work on and we apply Marshall s coaching model so that they can get ideas about how they can improve from their colleagues. This is a great end to the experiential part of the day because the participants learn that they all have similar issues that they are working on and that they can get very practical suggestions from each other for how they can improve. Marshall s model is very user friendly and easy to implement with busy executives. There is an added benefit as this sets the tone for peer coaching that will go on for the rest of the week. Participants not only get individual one-on-one coaching but also an environment is created in which they are coaching and helping each other improve. These relationships have lasted well beyond the program teams often follow up with each and have improvement calls with each other. In addition many have used this model with their own staff to build more teamwork when they return to work. Days three and four focus on the leader-follower relationships and learning an .
