Long
-
Term
Leadership
Goals
Ar ea
01
VISION
&
STRATEGIC
DIRECTION
Ar ea
02
PEOPLE
&
CULTURE
Define
and
live
a
credible
five
-
year
vision
Craft
a
clear
strategic
vision
with
measurable
milestones
,
pressure
-
test
it
against
market
reality
every
year
,
and
communicate
it
until
every
person
in
the
organization
can
explain
how
their
own
work
connects
to
it
.
01
Build
sustained
enterprise
performance
Go
beyond
quarterly
results
and
create
the
conditions
for
durable
growth
—
diversify
revenue
streams
,
invest
ahead
of
demand
,
and
expand
into
at
least
one
new
market
,
customer
segment
,
or
product
line
on
a
multi
-
year
horizon
.
01
Lead
a
major
organizational
transformation
end
-
to
-
end
Take
direct
ownership
of
a
significant
transformation
—
a
new
operating
model
,
digital
platform
,
international
expansion
,
or
post
-
merger
integration
—
and
drive
it
from
design
through
adoption
to
measurable
business
impact
over
several
years
.
01
Make
innovation
a
repeatable
organizational
strength
Innovation
should
not
depend
on
a
few
heroic
individuals
.
Build
a
portfolio
of
incremental
and
disruptive
initiatives
with
dedicated
resources
,
clear
stage
-
gates
,
and
a
culture
that
distinguishes
intelligent
experimentation
from
failure
.
01
Develop
a
deep
,
ready
-
now
leadership
pipeline
Identify
potential
successors
for
every
key
role
,
cultivate
at
least
two
internal
ready
-
now
candidates
for
each
senior
position
,
and
embed
succession
planning
into
the
regular
talent
review
rhythm
rather
than
leaving
it
for
emergency
moments
.
01
Create
a
high
-
trust
,
high
-
performance
culture
Foster
psychological
safety
,
candor
,
and
clear
expectations
while
holding
a
genuinely
high
bar
for
results
.
Track
progress
through
engagement
and
manager
-
effectiveness
data
,
and
act
visibly
on
the
findings
at
least
once
each
quarter
.
01
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Ar ea
03
ORGANIZATIONAL
CAPABILITY
Ar ea
04
PERSONAL
LEADERSHIP
Embed
diversity
,
equity
,
and
inclusion
as
an
operating
system
Treat
this
as
a
long
-
term
cultural
outcome
,
not
a
campaign
.
Make
talent
processes
from
hiring
to
pay
structurally
equitable
,
sponsor
people
from
underrepresented
groups
,
and
tie
leadership
accountability
to
published
,
measurable
outcomes
rather
than
intention
.
01
Multiply
leadership
capacity
through
deliberate
development
Reserve
a
meaningful
share
of
the
calendar
for
coaching
.
Mentor
emerging
leaders
,
create
stretch
assignments
that
accelerate
growth
,
run
internal
leadership
forums
,
and
hold
every
direct
report
accountable
for
growing
their
own
successors
.
01
Build
an
organization
that
scales
without
losing
speed
Simplify
decision
rights
,
streamline
governance
for
large
but
rapid
choices
,
and
mature
operating
rhythms
,
financial
forecasting
,
and
budgeting
so
that
growth
in
headcount
stays
proportional
to
value
delivered
.
01
Deepen
data
fluency
across
the
leadership
team
Help
every
functional
leader
make
decisions
on
evidence
rather
than
opinion
:
raise
data
quality
standards
,
build
the
senior
team
’
s
ability
to
question
analytics
intelligently
,
and
tie
capital
allocation
to
measured
outcomes
.
01
Institutionalize
execution
discipline
Successful
strategies
fail
most
often
in
execution
.
Drive
a
cadence
of
clear
outcomes
,
honest
delivery
forecasts
,
and
structured
post
-
mortems
so
the
organization
meets
commitments
predictably
while
continuously
improving
cycle
time
,
cost
,
and
quality
.
01
Expand
executive
presence
and
communication
range
Learn
to
lead
with
clarity
in
every
forum
—
town
halls
,
board
meetings
,
customer
conversations
,
media
,
and
moments
of
crisis
—
delivering
simpler
,
more
influential
communication
and
calibrating
tone
to
the
audience
and
the
stakes
.
01
Strengthen
self
-
awareness
and
personal
resilience
The
higher
the
role
,
the
more
a
leader
’
s
patterns
are
amplified
.
Complete
a
360-
degree
assessment
at
least
every
two
years
,
build
a
structured
reflective
practice
,
and
learn
to
manage
energy
,
ego
,
and
composure
through
sustained
ambiguity
and
pressure
.
01
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Ar ea
05
EXTERNAL
LEADERSHIP
IMPACT
HO W
T O
T URN
T HIS
LIST
INT O
A
DEVELO PMENT
PLAN
Long
-
term
goals
are
most
powerful
when
limited
and
made
measurable
.
Select
no
more
than
three
to
five
goals
for
your
next
planning
cycle
and
write
a
one
-
sentence
definition
of
success
for
each
,
with
interim
milestones
at
6, 12,
and
24
months
.
Review
progress
quarterly
with
a
coach
,
peer
,
or
board
member
;
share
your
goals
publicly
enough
to
create
accountability
;
and
treat
setbacks
as
data
for
recalibration
rather
than
reasons
to
abandon
the
goal
.
Lo ng
-
Term
Leadership
Go als
Reference
list
·
Ho rizo n
3–5
years
Broaden
experience
at
organizational
and
board
level
Pursue
exposure
beyond
functional
depth
:
take
on
P
&
L
ownership
,
participate
directly
in
strategy
and
M
&
A
conversations
,
and
serve
on
an
external
board
or
advisory
committee
to
observe
how
governance
and
leadership
judgment
work
beyond
the
home
organization
.
01
Influence
the
wider
industry
and
ecosystem
Articulate
a
point
of
view
that
extends
beyond
the
organization
.
Publish
,
speak
,
and
build
networks
across
the
industry
so
that
customers
,
partners
,
and
future
talent
see
the
organization
—
and
its
leader
—
as
a
source
of
insight
and
direction
.
01
Champion
a
purpose
that
outlasts
your
tenure
Align
business
success
with
a
genuine
societal
or
customer
contribution
.
Make
the
organization
’
s
values
visible
in
its
products
,
policies
,
and
partnerships
so
the
positive
impact
continues
to
compound
after
you
leave
the
role
.
01
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