How Do You Navigate Uncertain Times? Develop Your People.

Shifting policies and economic headwinds are causing CEOs to make strategic adjustments. They’re assessing their path forward and considering the capabilities of their teams — can they effectively manage change? Will they deliver the new vision? Are they aligned and engaged?

In the past, not having a development plan for your staff might have simply meant they were not thriving. But in today’s uncertain environment, it could very well mean not surviving.

While most business leaders realize the importance of developing their leaders (83% according to a Zippia report), fewer than 5% actually follow through.

Daniel Stewart, president of Stewart Leadership, has witnessed this lack of follow-through firsthand as an executive coach. “Even though there are good intentions to create something sustainable,” Stewart says.

When coaching CEOs on creating a leadership development plan, Dr. Rick Eigenbrod, a clinical psychologist turned executive coach, has identified a core issue: many confuse learning for development. But the essence of each is different, and development is far scarier, he says.

“Learning is about what I know, development is about who I am,” Eigenbrod says. “Learning changes what I know, development changes who I am. When it comes to development, we’re never done. It’s going to push me up against my boundaries as a human, which unleashes anxiety. Anxiety is my organism’s response to any threat to my status quo.”

Unfortunately, most plans fizzle before potential team leaders can test their boundaries, feel that anxiety, and grow beyond the status quo.

Here are 7 ways to improve the success of your company’s leadership development plan:

1. Strategy Determines the Direction

Organizations that want to grow their stable of leaders must first start by understanding their own strategy, Stewart says.

“Leadership development always needs to be focused on the strategy of the organization, what skills are needed to achieve it, and what level of confidence the organization has in its current crop of leaders,” Stewart says.

For example, if a company’s strategy is based on creating customer intimacy, Stewart says that leaders need skills beyond customer service. They must know how to build relationships, collaborate, and treat employees as they treat customers. “Because that will then bleed over,” he says.

2. Plans Need to Move Beyond Training

Most often, organizations plan event-based approaches—training seminars, classwork, or educational software—but don’t follow up.

“You need some tailored plan of action for each person,” Stewart says. “And there needs to be a regular conversation with bosses.”

These conversations must include coaching and mentoring. Leaders must hear feedback and there should be systems for employee feedback on training outcomes.

“Usually, three-to-six months helps develop and sustain that behavior,” Stewart adds.

3. Plans Must Be Specific

Action plans should include specific dates, results, and rewards. Everyone in the organization must understand what success looks like.

“I will often say all leadership development is about creating awareness and translating that awareness into action,” Stewart says.

4. Executives Must Climb Aboard

Executives often exclude themselves from development plans. “Because they’re in charge, they say— ‘Why do I have to change?’” Stewart says.

5. Executives Have to Develop Themselves

Eigenbrod says, “Development sucks,” but he values it. His growth as a leader has come through hardship and transformation.

He emphasizes that executives who fail to grow limit the growth of their teams. Development is a business issue.

“When we believe we’re finished developing, that’s not good for anybody around us,” Eigenbrod says.

The Center for Creative Leadership has found that key leadership lessons come during high-stakes, uncomfortable moments. Those who embrace these challenges grow; those who don’t may derail themselves.

6. The ‘10-20-70’ Leadership Development Plan

Stewart recommends the 10-20-70 model:

• 10% – Formal training (seminars, sessions).
• 20% – Coaching and mentoring (groups, one-on-ones).
• 70% – On-the-job application (the crucible).

This structure ensures continual growth and daily action toward leadership improvement.

“An action plan can help them think about what questions they might ask… and how aligned they are with the organization,” Stewart says.

7. Better Leaders Create Better Leaders

Eigenbrod emphasizes climbing Robert Kegan’s stages of adult development for self-awareness and improved team dynamics. Developed leaders are also better followers.

“The ability of a leader to be a follower when necessary is critical,” Eigenbrod says.

What Happens When There’s No Plan?

“One will thrive and one won’t,” Eigenbrod says about the difference between companies with and without development plans.

Stewart agrees. Leadership development fosters engaging, human-centered workplace cultures, which are vital for attracting and retaining new talent.

“High-performing organizations inevitably have leadership development solutions in place — people entering the workforce expect it,” Stewart says.

The Difference Between Thriving and Surviving…

“One will thrive and one won’t,” Eigenbrod reiterates. In uncertain times, leadership development is not a luxury—it’s a necessity. Smart, strategic, and sustained plans give companies a competitive edge.

Related Resources

5 strategies for an effective leadership development plan

Leadership development areas most CEOs tend to overlook

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