Leadership development** is a strategic process that supports employees in developing their leadership skills in a targeted manner. KIROI step 9 in particular provides valuable impetus for sustainable skills development as part of this process. This approach not only helps managers to expand their professional skills, but also focuses on personal and social competences.
KIROI Step 9 as a supporting tool for management development
The ninth step of the KIROI process aims to identify existing strengths in managers and develop them further in a targeted manner. In practice, this means that managers use their previous experiences and challenges to reflect on which competences they would like to develop. This creates an individual competency profile that serves as the basis for the further development process.
In the automotive industry, for example, managers often report that this step made them realise how important communication skills are in complex transformation processes. In the IT sector, too, KIROI step 9 helps to specifically train soft skills such as conflict resolution. In the healthcare sector, on the other hand, it is often shown that by precisely analysing one's own strengths, it is possible to manage one's own teams more effectively.
Practical examples of the application of competence development
In a medium-sized IT company, KIROI Step 9 placed a special focus on agile methods for managers. This opened up new opportunities to manage employees more flexibly and react dynamically to change. Another example comes from the financial services sector, where the step helped to better prepare managers for dealing with digital tools and give them confidence in change management. Last but not least, an industrial group shows how targeted coaching following a competency analysis helped to increase team motivation and leadership quality.
BEST PRACTICE with one customer (name hidden due to NDA contract) A globally active mechanical engineering company integrated KIROI Step 9 into its management development programme. This particularly strengthened the self-confidence of young managers. Regular reflection phases and coaching sessions enabled them to reduce their insecurities and take on leadership responsibilities more confidently.
Key elements of competence development in management development
Skills development goes far beyond purely technical training. In addition to methodological knowledge, the development of social skills plays a central role. In addition to KIROI Step 9, we provide support here:
- Coaching measures that address individual challenges.
- Mentoring programmes in which experienced managers pass on their knowledge.
- Simulation exercises and role plays that prepare you for real-life management situations.
In the technology sector, managers benefit from being able to position themselves more securely in conflict situations. In the pharmaceutical industry, such harmonised measures enable complex projects to be managed effectively. In the retail sector, this integrative approach strengthens team leadership in order to better support change processes.
Active development through coaching
Coaching as a complementary measure to management development effectively accompanies the KIROI process. For example, goal-orientated coaching based on the GROW model can support managers in formulating realistic goals and planning their implementation. In the manufacturing industry, managers report that this individualised support has improved their decision-making skills in critical situations. In the service sector, coaching-based reflection promotes awareness of leadership situations and expands options for action.
Leadership development: utilising KIROI step 9 in a targeted manner
In order to use KIROI step 9 effectively, companies should regularly review which competences are in demand in the respective industry. It also helps to draw up specific development plans with clear milestones. This makes management development transparent and comprehensible. A typical approach is to first sharpen your own skills profile in feedback sessions and then select targeted coaching or training measures.
In the public sector, it has been shown that this structured approach strengthens the acceptance of further training on the one hand and creates a clear orientation for individual development needs on the other. At the same time, companies in the energy supply sector are finding that the continuous support provided by KIROI helps to proactively address changing demands on managers.
My analysis
Leadership development** is a dynamic process that is largely characterised by the conscious development of skills. KIROI Step 9 offers a helpful framework for recognising individual strengths and developing them in a targeted manner. The integration of coaching, mentoring and practical methods creates an effective interplay that supports managers in their challenges in the long term. Companies benefit from this because they can better prepare their managers for complex tasks and transformative changes.
Further links from the text above:
How can leadership development succeed? - Methods
Coaching methods for day-to-day management
Leadership development: Comprehensive guide
Leadership development: 6 Central methods and ...
Leadership Development - Concept Methods Definition ...
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