Comment pouvez-vous maintenir l’engagement et la motivation des participants à votre programme de développement du leadership stratégique ?

To ensure a meaningful engagement in leadership programs, have all participants engaged in real-world efforts. It brings the theory of leadership to reality and helps solve (or contribute toward a solution) to a participant’s challenge. It also helps to bring a practical application to the lectures, presentations and subject matter. It’s a motivator!

I participated in a strategic leadership development program sponsored by the University of Washington Graduate School in the summer of 1997. We were kept engaged and motivated by being exposed to many distinguished guest speakers, and a rigorous curriculum that involved case studies. The case studies were focused on successful and unsuccessful examples of strategy leadership. The strategic leadership development facilitators were masters at creating interactive learning that challenged all to be involved in thinking critically and analytically. In sum, you can keep strategic leadership development participants engaged by exposing them to a demanding learning environment, with outstanding facilitators, and distinguished guest speakers.

Keep it real - not theoretical. Work with them on ACTUAL strategy - and use a coaching style to challenge their thinking - often it is the constraints of what already is that prevents true strategic thinking.

When setting clear goals and expectations for this type of program, it is important to be clear about what success looks like in the program and what is expected of each participant. Setting measurable objectives helps provide focus for participants and gives them a tangible way to gauge their progress. Additionally, offering incentives, such as rewards for successful completion of tasks or recognition for achieving milestones, can help motivate participants to stay engaged in the program. Finally, providing regular feedback on performance and progress can help individuals understand how they are doing and where they need to improve.

In my experience, a key success factor is to discuss upfront everything that is included in the program. Participants must be aware of the level of dedication requested for the program and we must hear their expectations too, cocreating the best learning environment. Planning is also very critical. Having a complete timeline since the begining, booking dates and anticipating issues will give the program more flexility and more chances of success.

I actually agree totally with the first approach. Clear and defined goals allows all participants transparency of the process and the required expectations from all participants. This approach provides any potential or existing participants the opportunity to decide, professionally where their skills belong in the process.

Organizational psychological is crucial to an engaged leadership programme. Establish a clear purpose, participants must feel included. Make the content relevant, and remember practical applications. Encourage autonomous goal-setting, provide regular feedback based on identified motivational factors. Develop collaboration and build team /organizational identity via diverse learning formats. Include challenging assignments based on personal/team requirements. Enhance self-awareness and interpersonal skills through continuous communication. Respond to feedback. Any leadership programme, rooted in such an integrated psychological framework can do little but succeed.

Align content with participants' roles and goals. Foster interactive and hands-on learning. Provide regular feedback and recognition. Facilitate networking opportunities. Customize content to individual needs. Integrate technology for dynamic learning. Assign real-world leadership challenges. Offer coaching and mentoring support. Create a supportive community. Set measurable goals for participants' success.

Holistic approach has also proven to be useful. In as much as the we align goals if the program to those of the organization, it is imperative to let participants be part of the design of the goals by brainstorming tasks and allowing them to allocate tasks amongst themselves. It makes it easier as the team is more dedicated to complete tasks they chose themselves.

The effective benchmark HRM is to identify KPI such as employee satisfaction, turnover rates, recruitment efficiency and training effectiveness. Compare these metrics against industry standards, gather feedback from employees and continuously monitor and adjust strategies to improve HR performance.

Support & guidance can include regular check-ins, one-on-one meetings, and feedback sessions. Additionally, providing resources such as books or webinars on related topics can help keep participants informed and inspired. Finally, creating an environment of collaboration where everyone can learn from each other's experiences can help keep motivation levels high.

Leveraging 1:1 and peer team coaching as part of Leader Development Programs offers incredible boost to engagement and helping leaders to put into practice what they’re learning through the program.

Rewards systems for some programs such as staff wellness would be an ideal approach. An open door policy together with constant support to different level managers would also be a way to go. While offering this support, one should bear in mind, departmental integration and reporting lines.

Maintain engagement and motivation in a strategic leadership development program by incorporating interactive activities, realistic challenges, mentorship opportunities and ongoing feedback.

Ensure the learning is relevant and directly applicable to participants! While there may be set learning outcomes or objectives, you can always ask participants what they specifically hope to learn or experience. The more you're able to incorporate their unique interests and learning needs into the development, the more engaged participants will be!

Tie the rewards/achievements to the needs of the participants. By participating can one use this in future jobs, and leadership positions? Does this program allow access to something bigger? If the answers are no participants will not want to continue with the program.

Have in place, clear policies on remuneration and rewards. Transparency on rewards systems should also be enough motivation. Encourage moral development amongst the staff so that people not only run away from side effects and towards rewards, but ultimately embrace their participation to the bigger picture.

Foster a collaborative environment, provide opportunities for skill application and celebrate achievements. Regularly revisit and update program content to align with emerging leadership trends and individual development needs.

Many people would say they don't want "public" recognition for their small or large accomplishments. Still, they end up loving the recognition privately and will be motivated to strive further. Don't underestimate the power of the ego.

Have in place, monitoring and evaluation techniques, quality assurance measures, it would also help to have above as either departments or offices. Research and Development office/ department would also help make improvements within the organization.

Make the space safe for leaders to explore and be vulnerable. In a learning environment leaders have to be able to have space to step into their authentic selves which means learning new things and failing along the way. As a result they get to know themselves on a deeper level, and thus there more authentic self.

Encourage participants to use their personal life experience in their work. What each individual brings to the table strengthens the entire team and encourages individuals to see the value of the lives they've lived so far.

1. Mental health support to the staff 2. Team building activities 3. Teaching financial literacy 3. Capacity building of the personnel