Leadership Development Plan

A leadership development plan can serve as a roadmap for building the skills, behaviors, and experiences a person needs to lead well. It can connect an individual's growth to the goals of the organization, so development is intentional instead of left to chance.

A strong plan typically includes a few core parts: an honest assessment of current skills, clear goals, the competencies to build, hands-on activities, a timeline, support, and a way to measure progress.

Below, we walk through how to build one in seven steps, share a free template you can copy, and point out mistakes to avoid.

What Is a Leadership Development Plan?

A leadership development plan is a written guide that spells out how someone will grow into a stronger leader. It names the skills they need, the actions they will take to build those skills, and how progress will be tracked over time.

Unlike a one-off training day, a development plan is personal and ongoing. It is usually shaped by the individual, their manager, and HR together.

A plan bridges the gap between where a leader is today and where the role, or a future role, needs them to be.

Whether you are building a plan for yourself or for someone on your team, the same structure can apply.

Why a Leadership Development Plan Matters

Strong leadership rarely happens by accident. Without a plan, growth gets pushed aside by daily demands, and promising people may stall out or leave.

A good plan can change that. It can help to build a steady pipeline of leaders ready to step up when roles open, which lowers the cost and risk of hiring from outside.

It can boost engagement and keep good people, because employees who see a path forward are more motivated to stay. And it helps lift performance, since a manager's behavior is one of the biggest drivers of how a whole team feels and performs.

In short, investing in leaders is one of the most reliable ways to strengthen the entire organization.

A Leadership Development Plan: 7 Steps

These seven steps can turn a blank page into a clear, usable plan. Each step builds on the one before it.

Step 1: Assess Current Strengths and Gaps

Start with an honest look at where the leader stands today. You cannot plan growth until you know the starting point.

Gather input from more than one source. Self-reflection is a start, but feedback from managers, peers, and direct reports gives a fuller picture, which is why many teams use a 360-degree review.

A leadership style assessment also helps people see their natural tendencies and blind spots. The goal is to spot a few clear strengths to build on and the gaps that, if closed, would make the biggest difference.

Step 2: Set a Clear Vision and SMART Goals

Next, define what success looks like. Ask what kind of leader the person wants to become and what the organization needs from that role.

Turn that vision into goals using the SMART format: specific, measurable, achievable, relevant, and time-bound.

A vague goal like "improve communication" is hard to act on. A SMART version, such as "lead a team meeting using a clear agenda every week for the next quarter," tells you exactly what to do and how to know it worked. Aim for two or three focused goals rather than a long wish list.

Step 3: Choose the Leadership Competencies to Build

With goals set, pick the specific competencies that will get the leader there. Focus on the few skills that will most improve performance, not a generic checklist.

Common high-impact competencies include communication, decision-making, and conflict resolution. Conflict skills matter especially, since handling disagreement well is one of the clearest signs of a strong leader.

To build this area, leaders can practice with simple conflict resolution activities and learn to flex their approach by studying the five conflict resolution styles.

Other valuable competencies include crafting a clear vision, balancing empathy with assertiveness, and building genuine connection across a team.

Step 4: Plan Development Activities

Now decide how the leader will actually build these skills. Real growth comes from doing, not just from reading or watching.

A useful mix blends three types of learning. Most growth comes from hands-on experience, such as stretch assignments, leading a new project, or running tough conversations.

Some comes from learning through others, like coaching, mentoring, and feedback. And some comes from formal training and workshops that teach frameworks and give a safe space to practice.

Make each activity specific and observable, for example, "deliver one cross-team presentation this quarter and review it with a mentor."

Step 5: Set a Timeline and Milestones

A plan without dates tends to drift. Add a clear timeline so progress stays on track.

Break the plan into checkpoints, such as 30-, 60-, and 90-day milestones, or quarterly reviews. Each milestone should tie to a goal, so it is easy to see whether the leader is on pace.

Timelines also create natural moments to celebrate wins, which keeps motivation high.

Step 6: Line Up Support and Accountability

Even the best plan can stall without backing. Decide who will support the leader and hold them accountable.

This usually means a mix of a manager who checks in, a mentor or coach who offers guidance, and peers who share the journey.

Research shows people with a mentor are far more likely to reach their goals than those relying on willpower alone. Name these supporters in the plan and set a regular rhythm for check-ins.

Step 7: Track Progress and Review Regularly

Finally, build in a way to measure growth and adjust. A plan is a living document, not a one-time form.

Track progress with simple tools: self-reflection logs, feedback from the team, or a short scorecard tied to each goal.

Then revisit the plan on a set schedule, perhaps every quarter. Celebrate what is working, refine goals that have shifted, and update activities as the leader and the organization change.

Leadership Development Plan Template

Copy the template below to build your own plan. Fill in each section, keeping your goals specific and your activities observable.

• Leadership vision: The kind of leader you want to become.
• Top competencies to build (2–3): The skills that will make the biggest difference.
• SMART goal for each competency: Specific, measurable, and time-bound.
• Development activities: Stretch assignments, coaching or mentoring, and training.
• Timeline and milestones: 30-, 60-, and 90-day checkpoints.
• Support and accountability: Manager, mentor or coach, and peers.
• How you will measure progress: Feedback, logs, or a simple scorecard.
• Review date: When you will revisit and update the plan.

Common Mistakes to Avoid

A few common errors can stall even a well-meaning plan. Watch for these as you build yours.

• The first is making the plan too generic. A list of "nice to have" skills with no link to real goals rarely changes behavior, so keep it personal and tied to outcomes.
• The second is skipping measurement. If you cannot tell whether a goal was met, the plan loses momentum.
• The third, and most common, is treating development as something you read rather than do.

Without real-world practice and feedback, even great training fades fast. Build in chances to apply each new skill on the job.

How JAMS Pathways Supports Leadership Development

Building the plan is the first step. Helping leaders grow the harder skills, like resolving conflict, communicating a vision, and making sound decisions under pressure, often calls for support.

That is where we come in. At JAMS Pathways, our leadership training helps managers and emerging leaders strengthen the exact competencies these plans target.

We focus on practical skills: crafting and communicating vision, balancing empathy with assertiveness, making better decisions, and turning conflict into collaboration.

Each session moves from clear concepts to facilitated practice, so leaders leave with skills they can use right away.

Delivered in-person, virtually, or in a hybrid format, our training gives your development plan the real-world practice that makes it stick.

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This page is for general information purposes. JAMS makes no representations or warranties regarding its accuracy or completeness. Interested persons should conduct their own research regarding information on this website before deciding to use JAMS, including investigation and research of JAMS neutrals.