7 steps for CEOs implementing a leadership development plan

Are you using a leadership development plan that follows the 70-20-10 model?

Esteemed leadership coach, and frequent Vistage speaker, shared some insights for Vistage leaders in a recent interview. You can read the conversation in full, or I’ve called out some highlights below to get you started.

You can also watch a new webinar recording to get more insights on bringing the 7 steps into your corporate culture.

Excerpts from the Vistage employee development article “What’s missing from your leadership development plan?”

When coaching CEOs on creating a leadership development plan, Eigenbrod notices that many confuse learning for development. But the core of each is different — and development is far scarier.

“Learning is about what I know, development is about who I am,” Eigenbrod says. “Learning changes what I know, development changes who I am. When it comes to development, we’re never done. It’s going to push me up against my boundaries as a human, which unleashes anxiety. Anxiety is my organism’s response to any threat to my status quo.”

“When we believe we’re finished developing, that’s not good for anybody around us,” Eigenbrod says.

Eigenbrod cites work by the Center for Creative Leadership, which found that most leaders said that their greatest leadership lessons came amid life’s hardest moments. These are moments when leaders knew that the stakes were high, Eigenbrod says, when they felt anxious, uncomfortable, and weren’t sure if they could make a difference.

7 steps for CEOs to refresh their leadership strategy

1. Strategy determines the direction

2. Plans need to move beyond training

3. Plans must be specific

4. Executives must climb aboard

5. Executives have to develop themselves

6. What’s the plan?

7. Using leadership to mature as a human

Vistage Austin with 200 members and 17 peer advisory groups are making a difference one member at a time. Please reach out to me if you would like to know more.

Published by edstillman

I grew up in Carlsbad, north San Diego County, lost my dad as a teenager, went into the USAF for four years and hired on with 3M in 1969. Received my AA from Santa Barbara City College, BA and Masters from Redlands University and after 33 plus years, I retired from 3M in 2002. As I look back on my life, I have been creating myself and developing my skill sets to be a business coach and a Vistage Chair. I am president of SEOT, a "personal improvement" consulting firm spending most of my time working with Central Texas executives running small to medium size for-profit companies who are focusing on improving their profitability greater than their competition. My area of interest is assisting senior executives in creating a better balance between business commitments and personal relationships. I also facilatate three leadership labs each consisting of a dozen owners, presidents and CEOs. We meet monthly both in a group setting as well as in a 1-to-1 coaching session. Our focus is to sharpen each others' skills in becoming better leaders, making better decisions and taking ourselves and companies to that next level. Who are we? My members are experienced top executives who recognize that they don’t have all the answers and who actively seek the company of successful peers—both to give and receive insights and ideas. My members mine the 200 plus years of chief executive experience that comes together in our monthly meetings and members are eager to offer their own experience and insights in the process. As a group, we spend our time exploring topics members can't discuss anywhere else. My members have many other places where they can engage in idle, "cocktail party" chatter. Our mission is to provide the setting for discussing the "undiscussable." Where or who can you go to for confidential, honest feedback to assist you in minimizing your personal "Worry List"?