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INDIVIDUAL DEVELOPMENT PLAN Name: Date: Update Plan (every 30 days): Strengths and Talents (Leadership Strength and EI): Self-Awareness (EI): Emotional Self-Awareness * Strategic Thinking Strength to enhance/expand (Plan #1): EI behavior to expand (Plan #2): Strategic Thinking . Self-Awareness: Emotional Self-Awareness Describe the actions/behaviors Three Development Activities Coaches/ Timeline to (work/school/or home) you want to & Success Measures Support measure progress expand and why you are committed to do (quantitative and qualitative) Resources (daily, weekly, this. monthly)Plan #11 Strate ic Thinkin I have chosen to expand my Strategic theme strength identied in the StrengthsFinder assessment. Although the assessment indicates that strategy is one of my top 5 signature strengths, 1 face obstacles in fully leveraging this capacity. My dominant strength in Focus leads me to concentrate intently on near-term tasks and objectives. As a highly diligent work completer, I tend to operate with a narrower eld of vision conned to the project details directly before me. However, as a leader accountable for directing my team towards larger organizational goals, this task-driven Focus poses risks. Without constantly connecting day-to-day work back to the bigger picture context and long-range vision, team members lack clarity regarding how their efforts align strategically. This creates inefciencies as people work at Development Activig #1 Block 90 minutes weekly for strategic thinking sessions to analyze environmental scans, create scenario plans, review Vision/mission, and set longer-term goals. Measures: Quantitative Measures: Hold dedicated strategic thinking sessions 90% of the weeks (at least 46 weeks this year); track the number of goals/priorities realigned each week after sessions Qualitative Measures: Assess the quality of strategic plans and decisions made after sessions; gauge alignment to organizational Vision and response to industry trends Executive Coach: Work with an executive coach weekly and sometimes biweekly to discuss some strategic plans 1 created for my team. The coach will review my strategic plans and goals I have with my team. This coach is thrilled to give me directions on setting long term goals and powerful strategic plans to help aligning to organization's vision and mission. Weekly: Create weekly strategic plans for the team. I have to review all these strategic plans and assess how these plans work out with the current worktlow. Biweekly: Create strategic planning report to discuss with director (Executive Coach) and to amend any changes to the strategic plans recommended by the director. cross-purposes or misaligned priorities. My ability to zoom out and take a future-oriented perspective amidst daily demands requires further development to strengthen my strategic thinking capacity. 1 need to balance my ingrained Focusbased orientation with dedicated time for reective, strategic analysis about extended time horizon scenarios and how they dictate current decisions. Expanding habits of scanning the landscape, conducting scenario planning, and revisiting longer-term strategic goals will allow me to evolve as a more vision-driven leader able to point my team toward the future, not just the present. One major obstacle I face in strengthening my strategic thinking skills is that my dominant strength of Focus constantly zeroes my attention on immediate tasks rather Development Activig #2 Identify a peer mentor skilled in strategic planning to meet monthly. Discuss trends/projections for our industry, brainstorm innovations, and review my strategic plans for constructive feedback. Measures: Quantitative Measures: Meet ten months this year with a strategic planning mentor; log the number of mentor meetings and hours spent Qualitative Measures: Track the type of qualitative feedback provided by the mentor each meeting on strengths/ gaps in my strategic thinking ability and planning skills Peer Mentor: Arrange one-on-one rnentorship meetings every other month with an experienced director known for stellar strategic thinking skills to learn from their expertise. We will discuss emerging developments in the eld, conduct scenario planning exercises, and exchange ideas on responding strategically to organizational challenges. Monthly: Prepare agenda to meet with strategic thinking peer mentor. I have to write up a monthly report highlighting the new strategic thinking skills and other lessons learned from this one-onone mentorship meeting. than long-temi vision. When handed pressing daily assignments, my diligence and intense concentration kick in to ensure I complete quality work. However, this head-down dedication means strategic analysis gets pushed off my priority list. Though I intrinsically understand the importance ofbroad environmental scanning and future-oriented planning, my task-driven work style often overrides this logic. With targets and deadlines always looming, l struggle to carve out reective space for scenario planning and reconnecting current work to the bigger picture. My xation on individual assignments and completing my to-do list makes it exponentially harder to zoom out and realign around evolving strategic goals. My innate prioritization strength works against me by eclipsing crucial strategy work in favor of urgent tactical demands. I will need to challenge my own tendencies to truly elevate strategic thinking. Development Activig #3 Assign one team member each quarter to independently assess our unit's alignment to strategic priorities and identify gaps or needs based on analysis of the latest internal / external trends. Compare their reports to my own to surface blind spots. Measures: Quantitative Measures: Complete four independent strategic analysis reports this year from assigned team members; track the number of new strategic priorities adopted per quarterly report Qualitative Measures: Review independently identied gapseeds for potential blind spots in my strategic planning; note feedback from the team on the organization's responsiveness to market trends Team member: One exceptionally creative team member will be an informal sounding board once a quarter to exchange perspectives. We will brainstorm innovations that could position us ahead of future trends. This analytical yet unconventional thinker's strategic insights from their unique vantage point will push my thinking. Monthly: Small group exchange strategic thinking perspectives and innovations. Quarterly: Receive strategic analysis report from assigned team analyst. I will review this strategic analysis report carefully to better understand the analysis of findings. Provide feedback about the report. Meet with infomial strategic thinking sounding board. Executive Coach: Self-Awareness: Emotional Self- Plan #2 Awareness The second focus in my positive leadership development plan is Accurate Self-Assessment, which falls under the SelfAwareness quadrant in the Emotional Intelligence Assessment. I decided to focus on this skill because I nd that it can help me in my personal life, as well as my professional life. Knowing my strengths and weaknesses can be of great use to myself, my organization, and my family. Potential Obstacles Self-awareness - Like most people, 1 can be unaware of my own biases and weaknesses. This can make it Development Activig #1 Begin a daily j ournaling practice where I write about situations that evoke strong positive or negative emotions. For each episode, I will name the feelings, evaluate what triggered them, how they impacted my judgments and actions, and how effectively I managed them. Measures: Quantitative Measures: Journal at least ve days per week; track the number of emotions I can identify each week; compare easier vs. most complex emotions to name Qualitative Measures: Note patterns and trends in my emotional triggers, reactions, and regulation abilities over time-based on journal entries Work with an executive coach monthly to assist with emotional self- awareness development. The coach will review samples from my reection journal and offer techniques for improving metacognition and regulation of unproductive emotional patterns. We'll collaboratively set goals and create plans for strengthening emotional self- mastery as a leader. Daily: 1 am going to write my own journal daily about emotional triggers, reactions, and regulation in leadership situations. difficult for me to accurately Development Activity #2 Weekly: I will put evaluate and assess my strengths and all my journal weaknesses, which will impact my Set reminders on my calendar thrice daily, entries together and ability to develop my accurate self- prompting me to pause and gauge my carefully review my assessment and emotional emotional state using feelings wheel day-to-day intelligence. vocabulary. Pay attention to any emotions emotional triggers negatively impacting decisions or and reactions and interactions. Document reflections. see if I spot any positive and/or Measures: negative patterns. Bi-weekly: Prepare Quantitative Measures: Complete agenda and scheduled reflections 3x daily for a total highlight any of 21 times per week; log the number of patterns that need to discrete emotions identified each week. discuss while checking in with the Qualitative Measures: Review emotional executive coach reflection logs weekly; highlight emotions that were difficult to identify or manage effectively; track changes in emotional self-awareness over weeks.Development Activity #3 Trusted Colleague Monthly: Prepare Group: I will agenda to meet with Identify 3-5 trusted colleagues to share facilitate a quarterly executive coach. parts of my reflection journal with roundtable with 3-5 Collect and review monthly. Ask for their perspectives on my trusted colleagues to 360 feedbacks from self-perceived emotional triggers, review specific colleagues on my reactions, and regulation abilities to check emotional reactions emotional my awareness. and thought patterns I intelligence. want to improve. I Measures: will assemble a small discussion group of Quantitative Measures: Meet monthly 3-5 people from with at least two colleagues to review different departments journal excerpts; track the number of I know and trust. colleague meetings per month. Every other month, Qualitative Measures: Compare we will have colleagues' observations to my self- roundtable sessions assessments each meeting; note any where I share emotional response blind spots I need to excerpts from my build awareness of further. journal detailing emotional reactions or thought patterns, I have observed that I want to improve as a leader. Representing diverse functions, this trusted colleague group will give me very candid feedback on my documented self-reflections. Getting each person'shonest perspective to validate or challenge my self-assessments will help illuminate blind spots I cannot see in my leadership. Their viewpoints from across the organization will supplement my self- monitoring, providing a more complete picture that accelerates my growth