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A special focus of this course is executive communications that are succinct, strategic, and supported. Accordingly, your initial post should not exceed 500 words in the discussion forums. Follow-up p

A special focus of this course is executive communications that are succinct, strategic, and supported. Accordingly, your initial post should not exceed 500 words in the discussion forums. Follow-up posts should not exceed 300 words.

Select any one of the following starter bullet point sections. Review the important themes within the sub questions of each bullet point. The sub questions are designed to get you thinking about some of the important issues. Your response should provide a succinct synthesis of the key themes in a way that articulates a clear point, position, or conclusion supported by research. Select a different bullet point section than what your classmates have already posted so that we can engage several discussions on relevant topics. If all of the bullet points have been addressed, then you may begin to re-use the bullet points with the expectation that varied responses continue.

  • The training and development model is a cycle that starts with evaluating needs, then developing responses or interventions, then, conducting the response, and evaluating the results. The evaluation output becomes input for a new evaluation phase. How well does your current organization follow the model? In other words, does your organization perform ongoing needs assessment, design appropriate interventions, and provide continuous feedback to develop individuals, teams, leaders, and the organization? If your organization does, what evidence do you see that the training and development cycle is having a positive effect? If your organization doesn’t, what reasons might exist for such failure? In both cases (whether your organization does or does not follow the training and development cycle), how could training and development be improved? Leadership lessons you can learn?
  • Multiple intervention activities are possible to address training and development needs. Examples include on-the-job training and role-playing. Describe some of the intervention activities used by your organization. What has worked well? What has not worked well? What should your organization consider using? What other possible methods (besides what was provided in the lecture) are available to use?
  • Have the leaders for whom you have worked utilized a strengths-based or weaknesses-based approach to feedback, performance review, and/or coaching? Provide an example of how a leader has used one or the other approach. How did the leader’s strengths- or weaknesses-based approach impact your performance, your emotions, and/or your development? What lessons can you learn for your own leadership performance?
  • In your own personal and professional development, have you focused more on your strengths or on your weaknesses? How has that approach impacted the way you feel about yourself, and how has it impacted your performance? Can you identify one used or realized strength (remember, it needs to be something that energizes you . . . not just something that you do well)? How can you use that strength more? Can you identify one unused or unrealized strength? How might you start to use that strength? Can you identify one learned behavior (something that you do well but which de-energizes you)? Can you identify one weakness? How might you manage the learned behavior and weakness so that you do not become de-energized? In essence, how might you articulate a development plan for yourself?

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