(^202) THE LEADERSHIP TRAINING ACTIVITY BOOK
things they do well already; the things that are critical to develop
immediately; and those to consider in the future.
- Set goals that are specific and measurable.
Provide an example: My goal is to “get noticed” twice as often for my
exceptional work. This could include a verbal mention to the Board or
management, a write-up in the company newsletter, or a congratulatory
note sent by the boss.
Ask participants to write goals for those categories in the “Critical”
pile.- Develop a “Personal Board of Directors” for yourself.
Facilitator: Distribute Handout 37.2: My Personal Board of Directors,
telling participants:
“Think about all the people you know from work: colleagues,
managers, administrative assistants, customers, vendors, industry
experts, trade association members, and leaders who influence others.
Identify key people who have a broad base of knowledge that can
complement your own. Use the handout to make your lists.
“Develop a plan for enhancing a relationship with these people. Get
on a committee they chair, join a community organization they are
interested in, ask them to speak to your team or professional trade
organization, or call and ask for a meeting to learn more about their
area of the business.”Develop a set of questions around industry trends, technology
innovation, or regulatory impact, and ask for their opinions. When
you ask good questions and they do all the talking, you become
known as a great conversationalist.
“Write down what you plan to do with the people on your lists.”
(Allow 25 minutes for this step.)Step 6: Bring the activity to a summary close, asking the group: “What other
ideas do you have for increasing your visibility?”
Remind people that the goal is to form a permanent Board of
Directors for your personal use that includes people who want a
collaborative exchange.