Leadership Action Planning

V|E|C|T|O|R site map

TAB	CONTENT and ...PURPOSE	WHAT YOU CAN DO
VL.com	All about V\|E\|C\|T\|O\|R Leadership® ... Lifting business performance through better leadership	Find out what we offer - and what it costs Determine whether V\|E\|C\|T\|O\|R is right for you Review our resource material Sign in for our free weekly Pascoe Potshot
LAP.com	Our unique Leadership Action Planning tool using our proprietary V\|E\|C\|T\|O\|R framework ... Helping you become a more effective leader; and, boost profits	Create your own action plan for the months ahead (takes up to an hour) Print and email it Update your plan(s) Access specific supporting resources
LHL.com	Our related Leadership Helpline Problem Solver ... Lifting your colleagues' engagement and commitment through your leadership actions	Plan actions for immediate leadership problem(s) (each takes 20 minutes or so) Print your actions Access relevant resources
LTP.com	Our Leadership Trading Post ... Signing you up for better leadership and career progression	Subscribe to our planning and/or problem-solving tools Renew, update or upgrade a subscription Unsubscribe - if you're not happy with what we offer

Dr Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership®

What We Offer

Flexible - allowing you to do the plan yourself OR get input from colleagues
Integrative - across "hard" and "soft" actions (technical as well as people issues)
Updatable - as and when conditions change or you see the need
Challenging but powerful - 30 minutes that'll change how you lead

What You Get

V\|E\|C\|T\|O\|R Leadership® Action Plan - LANGDON STEVENSON
Title: '09 Operations Reassessment	Created: February 15, 2009	Horizon: Six months

*DEFINE DESTINATION, GOALS AND OUTCOMES*		Deadline
1	Organise half-day meeting with members of team to: Take stock of current business performance and trouble spots Identify market opportunities and competitive threats; also new technologies Develop list of issues for resolution	End May
2	Ask JK and PS to develop background papers	n/a
3	Hold full-day team meeting (possibly offsite) to: Quantify key one- and three-year goals (sales, profitability, resourcing, etc.), Identify key strategies for above and to upgrade Service Department Agree new business priorities and entry timing Address staff motivation and turnover issues	Friday 2

DRIVE COMMUNICATION OF VISION AND KEY MESSAGES		Deadline
4	Discuss new vision and strategies at staff meetings	July/August

ATTEND TO CUSTOMERS, DISTRIBUTORS, ETC.		Deadline
5	Meet with top three customers prior to team offsite to obtain service feedback	ASAP
6	Meet customers again to explain initiatives from strategy session	July

INVEST IN STAFF DEVELOPMENT - PARTICULARLY SUCCESSION		Deadline
7	Ask MS and FN to: Sit in on LM's meetings with staff and identify development needs Prepare training programs to address turnover and support new strategies	n/a

REPRIORITISE DIARY TO MATCH NEW LEADERSHIP CHALLENGES		Deadline
8	Work with my PA to make time for: Launching new strategies Development meetings with individual members of top team and key staff	This Week

Is this for you? Yes, if you have to lead people, whether as

Scale and scope will vary ... but leadership issues are much the same

People say ...

Deconstructs leadership from something that can seem like an art form, into something precise, measurable and actionable
UK private equity executive
Benefit for me is that it reminds me of things I need to do to be a better leader - it's like looking in the mirror
US property executive
The highly structured approach forced me to think rigorously about the issues at hand
Chairman, small international university

I found it both confronting and helpful: it takes honesty with oneself to use this type of tool effectively
Oil industry executive
Explanatory drop-downs are succinct, punchy and pragmatic
FMCG executive
Process of creating a plan is both useful and illuminating
Founder, online business