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What could be more critical to an organization's long-term survival than the selection and development of its future leaders? Yet many organizations devote very little time cultivating their leaders. Organizations can ill afford to continue to view leader development from a traditional viewpoint such as classroom training. Today, organizations must approach leader development as a strategic activity.

Research suggests that effective and successful organizations link leader development to their vision, mission and goals. Aligning leader development to the agency's vision, mission and goals enhances the agency's chances that it will have the talent it needs to be competitive and successful. Comparing the gap between what leadership skills are present and what the agency needs will require developing strategies to fill the gaps.

Effective leader development programs incorporate organizational attributes that drive employee commitment and retention. Job-interest alignment and rewarding high performance are two such organizational attributes. These attributes are part of the organization's employment value proposition.

This site offers agencies a comprehensive approach to developing an effective leader development program including, but not limited to, mentoring, coaching, formal and informal training, and academic studies. This site presents information that will help agencies establish effective leader develop programs that are solution-driven and help to ensure that employees with the right skills are in place to address the agency's issues and challenges.

This site includes the following elements:

• Leader Development as a Strategic Activity — This page presents the compelling business case for developing a leader development program and the importance of having an effective program. Also included are the consequences of failing to align leader development with the organization's vision, mission and goals. Finally, there is information for agencies on how to "get started" in developing their own leader development programs.
• Leader Development Model — This section presents several models for agencies to use as guides in establishing leader development programs. In addition, this site provides a document outlining the responsibilities of all involved — employee, management, agency and the Office of State Personnel.
• Tools — This section presents several tools that organizations can use for their leader development program, such as "Leadership at a Glance" and the Leader Competency Assessment form.
• Examples of Leader Development Programs — A number of agencies have leader development programs in place. From this page you can link to information about a number of state agency programs. And, if you would like to see your agency's program spotlighted on the Performance Solutions website, check out the criteria in this section.
• Program Evaluation — Does the program work? This page offers guidance on how to evaluate your leader development program.

Agencies are welcome and encouraged to use the information provided in whole, in part, or simply as a guideline in the creation of their own leader development programs. Agencies are invited to select a topic of interest to begin their journey of establishing an effective leader development program.