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Case Study: Tough Problem
Getting Leaders Engaged in Leadership Development
Issues
A participant team identified the following as a tough organizational problem: their senior leaders were not participating fully in the leadership development process that the leaders themselves were advocating.
This team's assessment was that the senior leaders' initiatives were not being taken seriously by other officers. The issue that this team addressed was the senior officers' lack of support for the department's new employee mentoring program. The mentoring program is regarded as desirable but participants actually rate it poorly.
Team's approach
The team invited key stakeholders in the mentoring program as well as senior leadership to participate in a series of organizational-level discussions. The team then introduced the participants to the ten conversations for aligning as a way of uncovering and addressing the weaknesses of the mentoring program.
Through those conversations the team was able to identify a set of issues that contributed to shortcomings of the mentoring program. Equipped with a framework for solving tough problems, they were able to use both team and individual coaching to generate a plan for revamping and rejuvenating the mentoring program.
Based on their learning in the program, the organization now offers new recruits both a mentor and a "coach" to assist them in dealing with the challenges they encounter in their first year.
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