Application of the RIGHT model
By EVELYN TEH
From the beginning, the champion of the leadership development model was enthusiastically involved across all three stages of Design, Execution and Evaluation.
This relationship enabled Leaderonomics to design and execute a development model that is tailored for the intentions of the organisation.
Moreover, due to the length of this development model, a good relationship with the participants was necessary to ensure there was continuity in the learning journey.
This was emphasised by the provision of a learning partner who was involved in the design, execution and evaluation phases.
The intention of this leadership development model was clearly described by the organisation and is the same message communicated globally and across the entire local organisation.
This was particularly helpful for the evaluation phase as both organisation and participants were able to assess the growth trajectory of the participants.
Moreover, the organisation was prepared to allow space for the newly developed leaders to move, whether vertically (i.e. a promotion) or horizontally (i.e. taking on different projects). This was enabled by involving the highest level of decision-makers within the organisation.
Furthermore, the organisation made certain that this leadership development was holistic by integrating the various interventions into current processes of the organisation such as building the personal development plan as part of each participants’ personnel profile accessible to their direct supervisors.
This empowered both participants and their supervisors to be involved in a learning journey as well as for this learning to continue even outside the formal development structure.
In conclusion, tailoring was done at every aspect of the leadership development model with particular focus on the intention and growth, which ultimately built a pool of potential leaders recognised by top management.
A pipeline of potential leaders, some who have moved to take on bigger roles after the programme on top of recognition (i.e. increased network) among leaders within the organisation.
Key projects which were essential to build the organisation were also taken on in meetings and pushed forward into execution.
See main story: The RIGHT Leadership Development Model
Evelyn Teh is part of the learning and acceleration team. To engage with her, write to firstname.lastname@example.org. For more Consulting Corner articles, click here.
Published in English daily The Star, Malaysia, 15 November 2014