Individual Action Plan Leadership
HP | Individual Action Plan | Change Through Direct Action | | Na | 12/12/2011 |
Managing People
STATEMENT of OBJECTIVE:
The intention of the following individual action plan is to recognize my leadership strengths and identify areas where I am able to further develop and strengthen my leadership qualities. The challenge within the action plan is to be cognizant of my strengths and weaknesses within the context of my professional and personal life allowing for me to constructively work towards strengthening my weaknesses. The deeper subset to the challenge will require that truth and sincerity of my experiences both professionally and personally be disclosed. The sense of urgency is present and current, I have personally faced my difficult experiences over the past three years and the strengths that brought me through have at times been undermined by the lack of development of my weakness. The mere recognition of a weakness does not resolve or strengthen the characteristic. Metaphorically speaking you could compare this recognition of a weakness to “knowing you need to change the oil on your car, it does not cause any immediate harm and the performance may still be intact, but time will eventually cause failure.” The time has come and is upon me, I am prepared to recognize and understand the very immediate need to adjust and work towards development professionally and personally. The challenge of truthful evaluation of my leadership strengths and development of weakness will bring a balance to my personal leadership and social interactions, which will further advance my professional and personal life, allowing me to return to the value that has driven my success: service to self above others (Rotary International).
ACTIONS:
I will be taking action in the following method to address the challenge of recognizing and ultimately developing my leadership strengths and weakness through three fundamental approaches which will include ongoing and
Managing People
STATEMENT of OBJECTIVE:
The intention of the following individual action plan is to recognize my leadership strengths and identify areas where I am able to further develop and strengthen my leadership qualities. The challenge within the action plan is to be cognizant of my strengths and weaknesses within the context of my professional and personal life allowing for me to constructively work towards strengthening my weaknesses. The deeper subset to the challenge will require that truth and sincerity of my experiences both professionally and personally be disclosed. The sense of urgency is present and current, I have personally faced my difficult experiences over the past three years and the strengths that brought me through have at times been undermined by the lack of development of my weakness. The mere recognition of a weakness does not resolve or strengthen the characteristic. Metaphorically speaking you could compare this recognition of a weakness to “knowing you need to change the oil on your car, it does not cause any immediate harm and the performance may still be intact, but time will eventually cause failure.” The time has come and is upon me, I am prepared to recognize and understand the very immediate need to adjust and work towards development professionally and personally. The challenge of truthful evaluation of my leadership strengths and development of weakness will bring a balance to my personal leadership and social interactions, which will further advance my professional and personal life, allowing me to return to the value that has driven my success: service to self above others (Rotary International).
ACTIONS:
I will be taking action in the following method to address the challenge of recognizing and ultimately developing my leadership strengths and weakness through three fundamental approaches which will include ongoing and
References: Bennis. Warren. G, (2004). The Seven Ages of a Leader. Harvard Business Review, January pp. 47-53. Conger & Benjamin ( 1999) Building Leaders, San Francisco: Jossey-Bass Goleman, (2001) Gosling, J., & Mintzberg, H. (2003). The five minds of a manager. (cover story). Harvard Business Review, 81(11), 54-63. Heifetz, R., Grashow, A., & Linsky, M Kaplan, R. S. (2007). What to ask the person in the mirror. Harvard Business Review, 85(1), 86-95. Keegan, P Mayer, J. D., Salovey, P., & Caruso, D. R. (2004). Emotional intelligence: Theory, findings, and implications. Psychological Inquiry, 15(3), 197-215. Takeuchi, H