A wise Chinese proverb - "Before you start any significant journey, first begin with knowing where you are now". If this isn't a 'wise Chinese proverb', it ought to be!

There are few journeys more significant than personal development. For any leader / manager, this is the most substantial investment that can be made, in self or others. What's the "now" element in personal development? It's simply 'taking inventory'!

Using a simple 'five-by-five' formula, here are some thought-starters. Use them as you will, but do get started, whether it's on your own development or on the development of others you will be needing for a successful future:

Taking Inventory

• Use a Proforma – a list of selected characteristics and abilities that are critical to success. If you don't know what you're looking for, you'll never find it.
• Be Objective – a common format or standardized list will help you to avoid possible biases, the 'halo' / 'cloven-hoof' syndrome.
• Be Disciplined – gather all the data before you begin to organize it, categorize and evaluate it. Don't jump to conclusions – it's dangerous!
• Be Active – look for evidence that arises from current activity as well as that from static, historical records. Use open forums and demonstrations to witness people in action.
• Be Personal – gather and test information in face-to-face situations where you can read the total response to challenges and opportunities. Third party sources are not nearly as 'rich' or valuable.

Participation and Involvement

• Strategic Focus - you need the 'big picture', a comprehensive, balanced approach that takes into account all important aspects of the subject's life plan. You'll need collaboration to achieve this
• Ownership - for real investment, sufficient to withstand the ravages of day-to-day pressures and distractions, the subject must truly own the responsibility for development. Owned plans are most compelling.
• Influence - since the future cannot be fully predicted, flexibility and resiliency are essential, and need to be under the control of the subject – "I'll be sure to get there if I'm in the driver's seat."
• Transparency - a clear and unambiguous understanding of intentions and strategies breeds confidence in all concerned and affected. Hidden agenda and deviousness can destroy the best of plans.
• Persistence - It's not the starting but the pursuit of the goal until it be thoroughly finished that brings true victory. The road will be hard and the challenges many, but the rewards are great.

Validity and Relevancy

• Principle based - all activity for development must be built on sound, immutable values – a sure foundation. These values are the core of organizational culture, recognizable, enduring and universally applied.
• Alignment - development plans ought to be closely identifiable with broader organizational objectives, goals and standards. A clear connection will strengthen understanding, adoption and resolute action.
• Coherence - components of the current plan of action should be integrated and mutually supporting. This adds adaptability and resiliency, an essential element in all successful planning.
• Option Optimization - the test of a successful process for development is the degree to which the plans increases future options. A good plan will add practical and attractive options to those currently available.
• Incremental - keeping everything in effective balance is a continuing challenge, and this is best assured by proceeding in smaller, incremental steps, each capitalizing and building on those preceding.

Expectations and Dreams

• Inspirational - successful development plans are exciting, energizing, emotional – in short, inspirational. this is the fuel that drives the engine of personal growth, and it needs to be 'high octane'.
• Realistic - a sound plan has to be achievable in the mind of the subject, yet it must also be stretching and demanding. There has to be a firm belief that the goal can be reached within the resources available.
• Conviction - dreams and ambitions are intensely personal. If they cannot be internalized they may never materialize. This is a task that only the subject can accomplish – and must, before taking action.
• Persistency - there's nothing more compelling than the recurring dream, this being the 'power' behind all advertising. Development plans require frequent, reinforcement
• Context Matching - individual expectations and actions will endure when there is some degree of alignment with the realities of others in similar circumstances. We all need the comfort of the herd.

Impetus and Momentum

• Initiation - important projects are formally launched, with a graceful flair that makes a statement. A starting 'boost' will impart sufficient momentum to overcome doubts before early results can confirm intentions.
• Invested Effort - pacing the development activity to match the essential and available resources is imperative. There's considerable benefit in allowing for small adjustments to pace and timing during the early days.
• Resiliency - progress is usually sporadic and unevenly paced over time. The momentum needs to vary with spurts and pauses built into the plan and schedules, and with 'buffer' times along the way.
• Sustainability - the plan is a series of 'S' curves, slow starts – rapid growth – slow maturing. The plan is sustainable when each new 'S' curve feeds on the impetus gained from the preceding steps.
• Visible Scoreboard - everyone performs better when the results are plain for all to see. Displaying the gains and successes is like re-investing some part of the profits already earned.

Twenty-five ideas and thoughts to start you on the pathway to success. There's more tangible help available in the Staying in Touch section of the Andros Website – it's well-worth a visit.