Reflection: Creating Goals for thte Blueprint for Professional & Personal Growth - Assignment Example

CREATING GOALS FOR THE BLUEPRINT FOR PROFESSIONAL AND PERSONAL GROWTH and number: submitted: REFLECTION: CREATING GOALS FOR THE BLUEPRINT FOR PROFESSIONAL AND PERSONAL GROWTH Executive Summary All through the course, there have been several transformational moments for me as a person and a leader. But the week, in which the individual reflection on following and leading was discussed, the transformation was tremendous. This was because I was introduced to a whole new system about leadership, where I came to appreciate and understand that leadership is not always about being ahead of all other people but at times, trying to sit back and also learn from people (Bennis and Thomas, 2002).

Since this lesson, I have understood leadership as a shared responsibility. Today, my thinking about leadership and followership have been fine tuned to come to a realization that within the organization, what may be most important is not whether or not I am the one in charge of all the others. Critically, what is most important is the contributions a person makes to the overall growth of the organization. Through lesson on leadership theory and leadership competencies also, I have come to acquire new skills with the assessment of people’s contributions to organizational growth, which I hope to apply by use of quantitative measurement tools to appreciate the contributions people make within the organization.

In terms of goals, there is now a new understanding that as a leader, my goals ought to be people-focused. What this means is that the goals must endeavor to develop the individual competences of all people within the organization, rather than setting goals that edify my personal growth alone. Today, I am more excited about becoming the reason why my subjects and employees record developments in their competency areas rather becoming the only person within the organization with the best of competencies when my employees cannot be useful to me.

Action Plans My first goal is to assess the contributions of all employees and those on my team of work. The reason for selecting this goal is that it is only when a person knows the level of contribution he is making to an organization that he or she would know whether there is the need to maintain standard or improve standards (Coleman, Gulati and Segovia, 2012). The first objective for this goal is to it to ensure that all employees become abreast with their weaknesses and strengths so that they will know areas of their practice where they need rapid development and those they should maintain their standards.

The second objective for the goal is to create an era where everyone is seen to be useful within the organization. Once this is achieved, there will be no need for people to be suspicious of others, thinking that they may take away their positions from them because everyone will be equally useful. In line with the first objective, a measurable milestone that will be used in identifying that the objective has been achieved is when workers can on their own give personalized SWOT account of their positions and contributions to the organization.

In the second instance, the levels of productivity associate with each employee’s role must also be increased in a quantitative term. For the goal set, the timeline given for its achievement is six months after each employee comes to the organization. Six months is deemed as sufficient time by which new comers will be abreast with the organization’s principles and culture. The second goal touches on the development of the personal competences of all people within the organization. The reason for selecting this goal is that it is only when people develop their competences and utilizes them that the vaule of their human capital can be appreciated (Kaplan, 2008).

This is to say that the contributions that people can hold to the organization will be undermined when they cannot exemplify for themselves, the core competencies within them. Two objectives will be associated with this goal. The first objective would be the need to have each employee undertaking a refresher or career upgrading course. The second objective is to ensure that create a democratic atmosphere for all workers where they will be free to practice their various skills, talents and abilities without any hindrances.

The first objective will be measured by taking summative assessment from career courses organizers who will be expected to ply their trade within the premise of the organization. The second objective will also be measured by the rate at which workers are able to take up independent roles within the organization without the need for much supervision or control. Generally, the timeline for this goal is one year after each new person comes on board the organization. The reason for setting this timeline is that after one year of practice, there will be a lot of changes in the work field, of which workers must abreast themselves with.

The last goal that is set is the goal of creating a culture of success within the organization. What this means is that within the organization, everyone must have an attitude of ‘Yes’ towards success and possibility. At no point in time must a person think that a task presented to him or her is beyond success. This will indeed help in making the organization more profitable and productive. Two objectives that are expected to go with the goals are the need to raise self confidence among workers, and the need to raise the external reputation of the organization.

The rationale for selecting the first objective is that it will help in achieving the second goal of developing the competence of the employees. Generally, when people are given a mentality that they can become who they want to become, it is always easier for them to personally develop themselves (Kegan and Lahey, 2010). The second objective was selected because it will make the organization competitive. The level of self confidence of people will measured by virtue of how well they are able to take new roles that are not their traditional roles within the organization.

This means that it is expected that people will become more and more resourceful. In the second instance, the measurable milestone will be when the organization becomes competitive with other key industry players in the same sector as the one in question. Finally, a timeline of one year six months is set for the achievement of this goal. This mean that this goal is expected to be achieved only after the second goal, which aims at developing the personal competences of workers have been achieved.

References Bennis, W. G., & Thomas, R. J. (2002). Crucibles of leadership. Harvard Business Review, 80(9), 39–45. Coleman, J., Gulati, D., & Segovia, W. O. (2012). Passion and purpose: Stories from the best and brightest young business leaders. Retrieved from http://cb.hbsp.harvard.edu/cb/pl/19338696/19338698/a1e6e8b0be9594c3c15adbfd27dbe065 Kaplan, R. S. (2008). Reaching your potential. Harvard Business Review, 86(7/8), 45–49. Kegan, R., & Lahey, L. (2010). Adult development and organizational leadership. In N. Nohria & R.

Khurana (Eds.), Handbook of leadership theory and practice: A Harvard Business School centennial colloquium (pp. 769–788).