Leader Development
Program Tools

Plan

Developing a leader development plan follows the same steps used in the operations process:

• Understanding a situation – Assess developmental needs using command climate surveys, unit Multi-Source Assessment and Feedback (MSAF) 360 assessments, training center after action reviews, and command inspection program results.
• Envisioning a desired future – Consider both short-term and long-term goals and outcomes.
• Short-term: Personnel capabilities for current duties and to accomplish current missions
• Long-term: Personnel capabilities for future assignments and to improve the organization
• Deriving ways to achieve the desired end states – State the purpose, philosophy, priorities, lines of effort, key tasks, roles, practices, activities, and implementation instructions. Considerations include:
• Determining a way to structure the plan, whether it be the leader’s cycle within a unit, the unit cycle, cohorts, or focus of development.
• Incorporating ways to enable learning, such as setting conditions, goal setting, assessment, or advice and guidance.
• Taking advantage of developmental activities and opportunities such as challenging experiences, group leader development, education, self-development, and collective training.

Execute

Once a plan is in place, leaders and subordinates should work together to develop Individual Development Plans and engage in learning opportunities. Leaders must commit to creating an open learning environment where leader development is integrated into daily operations. Leaders should report status regularly in reviews, situation reports, and training briefs.

Assess

Leaders should continually assess individual and unit progress towards achieving the established vision and end states. Create a set of indicators that can be used to develop a leader development scorecard. Refer to Figure 2.6 of the FM 6-22 for an example scorecard.