MOST Analysis

Mission Statement

The first workshop, Planning Process is designed to launch participant’s growth in the arenas both of organizational leadership and of personal leadership capabilities and practices.

The workshop will teach the participants to research and identify the external and internal challenges their organization currently faces in recruitment, engagement, and retention of valued employees. We will set the groundwork for participating with HR Business Partners to impact the metrics and results of the organization to articulate the challenges of the organization

Many professionals do not fully understand their own leadership value, and they don’t have the roadmap for increasing their competence and leverage for stabilizing their employees’ experiences, increasing loyalty, and optimizing performance. confidently and make a bigger impact
Through the exercises in the workshop, they will begin to assess own their current capabilities as a leader, so they learn to present themselves as increasingly effective and impactful.

By the end of this workshop participants will be able to use 90-Day planning for the course as well as other initiatives in their areas of responsibility.

---

Objectives

01. Leadership Transformation: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Learning Curve Master: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Action-Learning Methodology: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Compelling Conditions: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Organizational Objectives: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Setting Conditions: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Collaborative Evaluation: departmental SWOT analysis; strategy research & development. 1 Month
08. Gap Analysis: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Quantum Leadership: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Assessments: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Creating Roadmaps: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Action Planning: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month

---

Strategies

01. Leadership Transformation: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Learning Curve Master: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Action-Learning Methodology: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Compelling Conditions: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Organizational Objectives: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Setting Conditions: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Collaborative Evaluation: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Gap Analysis: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Quantum Leadership: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Assessments: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Creating Roadmaps: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Action Planning: Each individual department head to undertake departmental SWOT analysis; strategy research & development.

---

Tasks

01. Create a task on your calendar, to be completed within the next month, to analyze Leadership Transformation.
02. Create a task on your calendar, to be completed within the next month, to analyze Learning Curve Master.
03. Create a task on your calendar, to be completed within the next month, to analyze Action-Learning Methodology.
04. Create a task on your calendar, to be completed within the next month, to analyze Compelling Conditions.
05. Create a task on your calendar, to be completed within the next month, to analyze Organizational Objectives.
06. Create a task on your calendar, to be completed within the next month, to analyze Setting Conditions.
07. Create a task on your calendar, to be completed within the next month, to analyze Collaborative Evaluation.
08. Create a task on your calendar, to be completed within the next month, to analyze Gap Analysis.
09. Create a task on your calendar, to be completed within the next month, to analyze Quantum Leadership.
10. Create a task on your calendar, to be completed within the next month, to analyze Assessments.
11. Create a task on your calendar, to be completed within the next month, to analyze Creating Roadmaps.
12. Create a task on your calendar, to be completed within the next month, to analyze Action Planning.

---

Introduction

This course is titled Quantum Leadership. Quantum refers to the smallest amount of energy or effort needed to produce the desired interaction or result. Each leadership process will be examined, learned, put into practice, and refined to reduce the time, effort and energy required for Quantum Leaders to play their role in the organization.

History

Whether referred to as The Great Reset or Resignation, the work-life balance shifts and workplace challenges being posed are here to stay. Each current leadership process and practice will be reviewed and evaluated for its tangible impact on the business’s benchmarks and the course’s KPIs and integrated into your ongoing leadership activities. The very first step in the corporate training program installing Quantum Leadership in an organization is creating a plan.

---

Current Position

In order to advance as leaders, each person needs to know both their starting point in terms of knowledge and skills, as well as the destination there are aiming for. Critical to leadership success is the fact that current research is showing that employees are becoming increasingly selective about where they wish to be employed and for what duration. Business leaders are facing an environment of forced organizational transformations to meet the challenges of employee retention and performance growth.

Each fundamental leadership practice requires re-thinking and redesign for the organization to stabilize its workforce and manage the soaring costs of employee recruitment and retention. The first workshop in The Quantum Leadership 2-year Program will examine what it takes for leaders to be successful in this turbulent business climate.

---

Future Outlook

Before diving into specific leadership practices, you will learn to research issues, analyze the current external and internal factors, assess their implications for the company, create plans to address them, and implement, adapt, and adjust the practices and processes required for success in leadership activities to affect the desired effective outcomes.

We will cover how to create a fixed plan implemented in 30 and 90-day cycles. Each 90-day plan will include your assessment of the current state of your skill, practice, or process, followed by creating a desired future state, a roadmap for putting the new processes into practice, and actionable steps to be undertaken between the workshops.

Accountability partners will be assigned. Check-ins and adjustments to the practices and processes will be designed and implemented during the focused span of each topic module. Upon completion of the project assignments, your results will be evaluated against the benchmarks and objectives set during the planning steps.

You will use the insights you gain through the span of the module to set the Quantum version of the Planning which will be incorporated into each next module. By the end of this workshop, you will be able to use research and planning for the course as well as other initiatives in your areas of responsibility.

---

Executive Summary

Chapter 1: Leadership Transformation

Each month we will deep dive into a key component of leadership transformation. Our objective is to transcend incremental process and skills improvement and truly transform your practices and skill set, and your organization, rendering it dramatically changed from its previous state. This radical shift is required for future success. As you progress through the course, we will use the following process to transform aspects of your organization and yourself.

---

---

Step 1: Assess existing driving forces. It is essential to explore the organization’s context as our first step. That means gaining clarity about the forces that have created the situation and what impact those forces have on business operations moving forward. We include the future, to understand how our business strategy, structure, tools, and culture must be different for success.

Step 2: Assess and analyze the current situation inside the organization. Next, we will reflect and document your organization’s current state. What is the starting point for our transformation? What is working, what is not working. Where are the current breakdowns and the breakdowns that can be anticipated?

Step 3: Identify new practices and structures. Transformation requires new behaviors, tools, practices, ways of working, and more. Together we will discuss best practices, innovations, and fundamental shifts so that you and your organization can prepare for a future unlike the past.

Step 4: Develop a change plan. Virtual transformation requires many layers of change to the organization. Planning must address behavioral change for employees and leaders as well as the adoption of new ways of working. Understanding the impact of these changes on constituents, communicating what needs to be different, and building effective learning programs is critical.

Step 5: Take action. None of it happens quickly, and nothing happens without change first occurring at an individual level. You will create a plan for transformation for yourself, your team, and your business. We will create accountability for you as you go through the course and ensure you are bringing in others in your organization for a collaborative, cross-functional effort.

Step 6: Evaluate results. The experience of performing the project step will be tracked and evaluated individually and discussed among the team to share and gain insights from each other’s experience in performing each step. On a macro level every participant will be learning the same information. Individual execution will vary as it is inherently matching the personality styles of each person in the long-run.

Step 7: Refining the practices will enable the team and each participant to master each practice and learn to use precisely the least amount of time and effort and attention required to use each practice and achieve the desired result – the Quantum version of each practice.

These steps will be used continuously during the Quantum Leadership Program. Some workshops will focus on one or more steps as relevant at that time and stage of the program.

We customize and tailor our programs when required to meet corporate clients’ needs and goals. That customization may take place throughout the program as participants and their HR Business Partners match the learning and application needs to the particulars of their organization.

---

Chapter 2: Learning Curve Master

Each of us encounters opportunities to learn throughout our day. Whether we avail ourselves of that opportunity is often a lightening quick barely conscious decision. To succeed in the Quantum Leadership Program, participants will need to choose to ‘stay awake and aware’ and continuously press through unfamiliar and uncomfortable new information and practices.

Understanding the Learning Curve will empower participants to press through those moments of discomfort and take on the new thinking and behaviors with increasing ease.

---

---

As explained in the video, the 7 Steps of the Learning Curve are:
1 – Having a vision
2 – Encountering new possibilities
3 – Seeing the choices and deciding on one
4 – Turning attention and awareness
5 – Getting support
6 – Breaking through
7 – Celebrating success

---

Chapter 3: Action-Learning Methodology

The Quantum Leadership Program is based on an Action-Learning Methodology. The idea behind the Action Learning Model is that a learner can gather knowledge by working with other peers in a group setting to find a solution to a problem or scenario. In doing so, learners will be able to not only develop their own skill sets and knowledge base, but also those of the group or of the organization.

Benefits of Action Learning include improved problem solving and leadership capacity. greater adaptability and resilience. individual and organizational learning from implementing new strategies or culture change, and increased effectiveness and profitability of your business.

One of the challenges of Action Learning is defining a problem that is the anchor for all the learning activity. Selecting a problem statement is one of the most important aspects in action learning and it needs to be done very carefully.

The problem which the QLP address is “How can leadership create organizational stability in an era of external demographic and socio-economic forces creating a tug-of-war on employee recruitment, engagement and retention?”

---

---

Although stakeholders in the organization may have a list of actions and metrics already in consideration, the QLP’s value is that it goes beyond blind adoption of other people’s work. In the first stage, participants research and develop their own thinking. In the second stage they meet with stakeholders such as their HR Business Partner to discuss the issues in depth and learn where the organization on those matters is at the current time. Together they come to an understanding that the QLP participants will use and refine during the span of the program.

Each Workshop contains Modules that evolve in a sequence that starts with Concepts or Key Factors for Success, then proceeds to Processes & Practices, incorporating Tools for throughout, and then some form of Implementation/Application. This enables immediate monthly implementation and experience and effect evaluation and refinement.

Team participants will engage in both individual and joint learning and individual application to their immediate circumstances. This prevents the “80% down the drain” syndrome that occurs when participants go away for their learning.

---

Chapter 4: Compelling Conditions

The Quantum Leadership Program has a very powerful Value Proposition: Companies that follow-through with this program will receive a 20-25% competitive advantage attracting the top employment candidates in their marketplace and lengthen the tenure of their valued employees by years. Further, this will show up in a number of dimensions, including productivity, innovation, cost effectiveness, employee retention, strategic leverage, rapid response, faster decision-making, agility and, most importantly, profitability.

Before launching any program of this importance, there must be a good answer to the central question “Why?” Everyone is challenged in their business with too many tasks and not enough time. People want to know the reason “Why?” they should make the The Quantum Leadership Program a major priority, devoting the time, focus, and commitment necessary to succeed.

Powerful forces in global business are driving the need for far greater leadership by all varieties of organization management, as well as between all types of business functions and technical domains. With the exception of the early years of computer-based technological innovations, in no other period in the history have organizations encountered so much change so fast. Leadership plays a critical role in navigating this change to stabilize companies.

---

---

Senior business executives are recognizing the value of leadership development to address the personnel and business stability impacts of these trends. Today, organizations see the value of investing time and resources in the leadership practices that will increase retention, morale and productivity.

For QLP participants to gain the most from the program, it is critical that they individually and collectively understand the forces that are straining organizational stability.

---

Chapter 5: Organizational Objectives

Successful delivery of the Quantum Leadership Program will depend upon how well Clients realistically define what success looks like. Clients must know what they want, otherwise “any bright shiny new trend” will pull participants off-course.

One of the key success factors of the QLP is for participants from throughout the organization to synchronize their perspective and leadership objectives with those of their HR Business Partners.

If outcomes and expectations are specific at the outset, the chances of success are dramatically increased. This will require engaging HR Business Partners in the organization who will be the beneficiaries of the results and will be sending participants. We, as Learning Provider, will mutually formulate preliminary Success Criteria, Key Factors for Success, and Performance Metrics early on. These will be refined and solidified in Phase Two: Design & Development.

This will involve formulation of Success Criteria, Key Factors for Success, and Performance Metrics. These need not be set in concrete at this point but must be clarified to the best of the Client’s ability to enable the Learning Provider to Deliver a program with results in alignment with what the Client expects. Knowing what you “want” for outcomes essentially defines what “winning” means in the organization between Client and Learning Provider. Unclear or unstated expectations at this stage are like “time bombs” which will explode later, usually in the middle of a Program, often with unsatisfactory results. Any unrealistic expectations should be addressed at this point.

Excellence in virtually everything is dependent upon quality metrics. Without identifiable measures, management is like sifting fog, and there will be no unanimity of vision, value, methodologies, and results.

These do not have to be set in concrete at this point but must be clarified to the best of the Client’s ability to enable the Learning Provider to deliver in alignment with what the Client expects. Knowing what you “want” for outcomes essentially defines what “winning” means in the organization between Client and Learning Provider. Unclear or unstated expectations at this stage are like “time bombs” which will explode later, usually in the middle of a Program, often with unsatisfactory results. Any unrealistic expectations should be addressed at this point.

Alongside Metrics must be Diagnostics which can be used to ensure the organization is functioning well and any emerging difficulties can be addressed before they create a crisis. The Program addresses these core Metrics Diagnostics of Health, which can be adapted to any organization’s unique culture and industry. Any annual review should include both these elements.

In many companies, before rolling out the Quantum Leadership Program, it is advisable to do a pre-program diagnostic base-line evaluation of how the organization is functioning. Then the feedback of the analysis can be used to engage different levels of the organization in analyzing problems, opportunities, and priorities for capability building. This provides two advantages: 1) it engages employees early on, and 2) creates a base-line standard against which a Program Review can be benchmarked.

As a participant in the QLP you may have little to no familiarity with the organization’s discussions, considerations and objectives. In order to develop realistic personal goals and project participation three steps will take place.

---

---

Step 1 – Participant Familiarization with the Issues & Terms – Metrics including, KPIs, KPAs, Leading and Lagging Indicators

Step 2 – HR Business Partner Education of the Participants – Detailed in the upcoming 90-days Module “Benchmarking & Setting KPIs”

Step 3 – Collaborative Goal setting covering Organizational results and QLP Participant skills building results

---

Chapter 6: Setting Conditions

There are two arenas of change and transformation that leaders can influence: Personal and Organizational. While a key outcome of excellent leaders is the shaping of the organizations culture and performance, the root activity is leadership that elevates the personal/professional maturing and resulting of the employees of the company.

Participants in the QLP are a rare breed. Think of it as being a combination risk taker and visionary. This makes them a valuable asset to any organization.

Transformational change is rare because the vast majority of people (99% of all adults and 92% of executives) possess an internal operating system that is wired for self-protection.

When someone is wired for self-protection, invitations to change or let go of what we know do not feel like an opportunity to advance or elevate. Instead, it feels dangerous. And, when something feels dangerous, we are going to double down on our self-protection and hold tighter to what we know. Since organizations are collective of people, organizations are equally resistance to change.

There are two roles leaders play for creating transformational change, both of which involve creating the right environment or conditions for change to occur:

Role 1 – Create an environment where people don’t feel like they need to be self-protective (i.e., create an environment of psychological safety).

Role 2 – Upgrading employees’ internal operating system so that they are not wired for self-protective, but wired for organization-advancing (The process of doing this is called vertical development)

Ryan Gottfredsdon describes three adult development stages:

Mind 1.0 – We are “good soldiers” programmed to fulfill the needs of safety, comfort, and belonging.
Mind 2.0 – We are “progress makers” programmed to fulfill the needs of standing out, advancing, and getting ahead (we are willing to be unsafe, uncomfortable, and not belong in order to stand out, advance, and get ahead).
Mind 3.0 – We are “value creators” programmed to fulfill the needs of contributing, elevating, and lifting others (we are willing to be unsafe and not stand out in order to contribute, elevate, and lift others).

As he points out, it’s important to understand the percentage breakdown of adults and executives and where they usually focus.

---

---

The most powerful leaders are those who shift to an external focus – how to influence the organization and the individuals in it in order to create a sustainable foundation for the future.

When leaders are pushing the envelope of creativity and innovation, of change and transformation, problems and failures are going to happen. And leaders need to be okay with that.

The skills required in 2030 will be Originality, Learning Strategies, Active Learning, Fluency of Ideas, Judgement & Decision Making.

Helen Bevans has stated in her consulting and corporate training programs “We don’t need people who ‘buy in.’ We need investors!”

These considerations are critical in order to establish effective Collaborative Evaluations, draw Gap Analysis conclusions and Organize Action among the QLP participants.

---

Chapter 7: Collaborative Evaluation

Stakeholders are routinely invited to and involved in the evaluation stage as well as the project planning and execution.

The program’s leader participants are one group of stakeholders in the QLP. The personnel that these leaders are influencing make up a second group. The HR Business Partners and senior management team members make up a third group and are responsible for monitoring trends in overall employee morale, productivity, and retention.

These three groups, or cohorts, are “investors” in the development and use of quantum leadership at the individual, group, and organizational levels.

Participants in the program will create a joint evaluation method for each of these three cohorts so that the outcomes may be tracked in real time.

The first step in collaborative evaluation is for the cohort’s members to discuss the metrics they will use to gauge the performance and outcomes of the QLP participants.

The tools and procedures discovered and put into use throughout the QLP will include these 6–9 resulting metrics.

They will then be monitored and reported through an assessment process in which peer input from the QLP workshops and scheduled meetings with other stakeholders is acquired.

A crucial question is “Is our initiative working?,” especially in this time of increased responsibility. When individual leaders and department leads want to know if their initiatives are producing the desired results and why this is the case, this collaborative project evaluation technique is a very helpful way to provide an answer. In the collaborative project evaluation methodology, the HR Business Partner and the client’s QLP team collaborate to choose the assessment’s research topics. They keep cooperating to make sure that the context is understood that various stakeholder viewpoints are taken into account, and that the content and tone of the data gathering instruments are acceptable. This method generates data that can be used to proactively guide program execution, give formative data to help project improvement, and provide summative data on the project’s success.

Using an iterative evaluation methodology called collaborative evaluation, project personnel can continuously enhance their work.

Particular advantages of the model include

---

---

• A flexible and adaptable evaluation design that is flexible and customizable to the aims of the evaluation and to changes in project implementation throughout time.
• Increased results dependability
* Greater agreement among stakeholders with the evaluation’s results and data collection procedure
• Ability of the project team to continue tracking their results in relation to the program’s objectives after the evaluation
• Creation of an investigative culture among stakeholders and the project team.

A method called collaborative assessment actively involves project stakeholders in the evaluation procedure. Stakeholder participation in assessments improves their understanding and frequently boosts the evaluation’s adaptability over the course of the 24-month program. Stronger assessment designs, better data collecting and analysis, and outcomes that stakeholders can understand, and support are frequently the outcomes.

Those in charge of planning and organizing long-term processes can benefit from evaluation that takes into account a variety of criteria and is conducted at various times in time. Participant surveys can be a useful tool for evaluating the performance of collaborative processes in terms of both the process and the final product.

---

Chapter 8: Gap Analysis

The QLP Participant Team should launch the planning process by understanding the “gaps” between their current Leadership capabilities and what is needed to win in the future.

At a minimum, two gaps should be addressed:

A. Strategic Gap
B. Personnel Capability Gap

The Strategic Gap addresses the challenges posed by demographic and socio-economic shifts and what the organization’s current state is, versus the improved state that senior management envisions. Often companies find there is a massive chasm between the characteristics needed for organizational stability and their capability to deliver what’s required. Key questions need to be asked, including:

What are the realities … the obstacles, the opportunities and the necessary shifts required?

What’s needed for employees to experience engagement ?

What can leaders do to be more impactful in solving the problems being faced?

What can be done to deliver higher levels of leadership?

What new levels of thought and action are needed?

What is the new paradigm for the future?

The Quantum Leadership Program is designed to help organizations stabilize and lead the way into the future. For this reason, a company may want to engage in a strategic review as a point to begin. The simplest approach is to do a SWOT ANALYSIS, examining Strengths, Weaknesses, Opportunities, and Threats associated with employee engagement and strategic planning. Bringing in the stakeholders at this point will help position the Program in alignment with corporate strategy. Should there be any difficulties or questions in this area, our team will be happy to provide expertise.

---

---

The Personnel Capability Gap is equally essential to assess. Typically, this will be linked closely with the Human Resources group, who will not only have a vested interest in the results of Leadership Development efforts but may also have significant data that has already been collected. Some of the essential elements to understand are how well people and teams cooperate, communicate, perform, trust, solve problems, work cross-functionally, and interact with customers and suppliers. If it has not yet been conducted, the QL Participant Team, in consultation with the Senior Executive Sponsor and Human Resources, should determine if they want to engage in a Survey Guided Assessment which would determine both current conditions, needs, and problems in the organization, as well as gaps and aspirations for improvement. Such a survey will establish a “base-line” against which the Program results can be evaluated.

Should you have any issues that are vague or uncertain, our team has had long-term experience working with HR departments to conduct these assessments. Once the Strategic and Personnel Capability Gaps are assessed, the QLP participants will have material supporting a realistic idea of what the program will need to do to be successful.

---

Chapter 9: Quantum Leadership

This manual deepens participant self-perception as leader / Influencer of achieving the relevant identified Organizational Objectives through the process of 6 practice areas detailed in modules in the QL Program.

Workshop participants probe into the role of leader as deliberate shaper of consciousness and culture through speech and action. In addition to an appreciation for what they will be learning as they up-level as leaders’ participants will gain new perceptual tools for evaluating those whom they lead.

Through a comparison of historical leadership models with narrow single topic focus and QL’s refining to ‘least amount of effort and energy to produce the desired interaction or result’ they will gain an appreciation for the roadmap ahead.

Although many executive have assumed that the ‘soft’ side of management and leader is is complex (human desires, interests, values, organizational activities) Quantum Leadership has a proven track record of refining it down to lightest, focused speech and action taken in its organizational Context (challenges, objectives,

This new paradigm will be applied throughout the 24-month span of the QLP, applied in the Roadmap and 90-Day in the next manuals.

An example of this process can be understood as participants are guided through an exercise in ‘simplification’ referred to as The Boids

---

---

Quantum Leadership focuses on six practices used to influence the employee performance and stability of organizations. In an age of increasingly complex challenges faced by company leaders at all levels, the magic of QL is that it not only includes Action Learning techniques but adds a refinement step in which the tools and practices are reduced to the simplest set of activities that produce the desired results, just as with The Boids.

---

Chapter 10: Assessments

The QLP uses a series of Frameworks and Assessments throughout the program. These tools become a key source of information and understand of the organization, it’s circumstances, and of the leader participants experience and skillfulness.

The first phase is to conduct organizational assessments as a group, in conjunction with the HR Business Partner, and to begin the personal assessments.

Part 1 – The Organizational Driving Forces Assessment forms the basis of the first 90-Day Module and expands to outline the next module’s objectives.

Part 2 – Personal Driving Forces Assessment is the companion work woven throughout the 24-months of the QLP.

---

---

Each assessment is chosen specifically because it triggers new understanding and learning in a 5-step process that opens opportunities for growth and personal transformation.

Additionally, each assessment can be taken again at later dates when participants have set a goal of increasing their skill sets and tool sets and creating continuous improvements as a leader and among those they lead.

The core value of the experience and personality assessments selected is that each one provides program participants with standardized, useful insights that result in progress markers over time. By using the assessment data to identify one’s starting points in leadership development each participant can set their personal goals towards improving as an influencer of teams and the organization.

This workshop has been filled with new concepts, new ideas, new questions and new discussions. It is a warm-up for the assessments, discussions, and action plans in upcoming modules. In this manual we focused on the concept of Personal Driving Forces of leadership with the opportunity to uncover the default ways you currently operate, sometimes unconsciously and at other times consciously.

We’re just setting out on the Learning Curve Journey of the QLP! Now we’ll turn our attention to the Organizational Driving Forces that each participant will be exploring. That exploration will be conducted as a team, between the workshops, in conjunction with your HR Business Partners.

---

Chapter 11: Creating Roadmaps

The core objective of the course manual is to enable the participants to implement a process in the project setting as well as within their own department, that consists of specific steps with a view towards undertaking each QLP step, guided by the workshops. In other words, we need to ascertain the current state, how successful improvement attempts have been and how things could be improved going forward. This will directly impact upon the way in which Quantum Leadership is used and its results are interpreted.

QL is an approach that actively engages program stakeholders in the evaluation process. When employees collaborate with leaders, their own understanding increases and the utility of the evaluation is often enhanced. So, participants will need to select either a large project team that has recently been assembled within your department, or a divisional group that have been identified as challenged within their business unit, identify who the program stakeholders would be in each case and then consider how QL will be used. The elements to be improved are both the improvement of morale and retention and the increase in leadership skillfulness of the QLP participant. These steps create the set up to determine whether it was successful and how it could be improved.

The process for creating roadmaps is identical, whether applied to individual development or organizational changes.

---

---

Assess the current state: Where does the organization stand today in terms of leadership activities, infrastructure, processes and services? Are existing leadership strategies impacting strategic goals? If not, they must be modified to serve their purpose and support the organization’s objectives being planned.

Establish t