I'm a senior research scientist with a pharmaceutical company in North Carolina. I have recently had several sessions with an executive coach as part of my company's leadership development program. This initiative is coming to a conclusion and a meeting has been scheduled next week for me to present an action plan to my manager, based on my work with the coach. The plan must include my strengths, as identified by my colleagues, areas for development and future career plans. My concern relates to creating an action plan for my development needs. I really don't know where to begin. In the past, I have found your newsletter helpful in addressing other professional issues and hope that you can provide some advice on my personal dilemma.

Over the past fourteen years, I have helped hundreds of leaders develop action plans as part of executive coaching assignments and have reached the conclusion that focus is the key to coaching success. While you didn't include your specific development needs in your email, I have several thoughts for you.

1. Select only one or two areas for inclusion in your action plan. If you select more than two, your efforts will be diluted and little progress will be made. I have found that changing behavior or learning complex leadership skills requires focus, focus and more focus.

2. Consider your manager's preference for reports, memos and plans before you begin to write your action plan. Is he or she a "bottom-line" person or a detail person? Write your plan to meet your manager's style. You don't want to present a one page summary only to be told the plan lacks depth. On the other hand, if your manager prefers brevity, the summary will most likely meet with his or her approval.

3. Be certain that your specific development needs are in sync with your manager's perception of your previous performance. For example, if he or she has expressed a concern in the past that you write more papers, strongly consider having this in your plan. In fact, list it as the number one of the two needs.

4. Whenever possible create a process to address the identified development needs. The process should have several discrete steps. Let's assume, based on the feedback you received in the leadership program that you decide to work on developing informal relationships. Let's further assume that while people have rated you high on the quality of your work, they characterize you as being "all business" and difficult to approach. If you decide to identify the development need as "building informal relationships," you might consider the following plan elements. Keep in mind that this is only an example and would need to be changed to meet your specific development needs.

   • Identify the critical stakeholders who you would like to develop a closer relationship with over the next three months.

   • Develop a matrix with several columns. In one column list the most effective form of communication to use with each of the stakeholders. These communication vehicles would be based on the stakeholder's preference and geographic location. They could include brief face-to-face meetings, email, voice mail, text messaging, breakfast or lunch meetings. Consider adding a column showing frequency of meetings. I would also recommend adding a column showing the quality of your relationship with each stakeholder (excellent, good, fair, etc.)

   • Design an "objectives" section in your plan where you state what you hope to learn about the stakeholders during this process. These objectives might include the individual's business or personal goals and how you might help him or her reach these goals. In addition, you might list getting to know more about each individual's family and hobbies.

   • Put some accountability in the process by including dates at which you will review progress with your manager.

While there are very few "secrets" to success in life and work, "focus" is absolutely critical to achieve progress in coaching situations. I have learned that "good intentions" don't work very well when addressing professional development needs. Life has a way of interrupting even the best of intentions.

Please don't hesitate to contact me if you have additional questions regarding your action plan.

Copyright , Mark J. Campbell. All rights reserved.
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"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "The Insightful Leaders," go to www.mjcampbellassoc.com."

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