Define the skill
Name the leadership move precisely and describe what stronger performance would look and sound like.
CHAPTER 5 - PROTOCOL 2
Skill-Building Action Plan
TIME60 minutes plus weekly practice
OWNERPrincipal with coach or trusted colleague
ARTIFACTSix-week skill-building action plan
- The plan focuses on no more than two observable leadership skills.
- Practice is embedded in recurring authentic work.
- Feedback and evidence are specific enough to guide improvement.
- The plan includes a cadence for rehearsal, application, reflection, and revision.
Locate practice opportunities
Identify recurring meetings, conversations, decisions, or observations where the skill can be used deliberately.
Build the learning loop
Choose rehearsal, feedback, coaching, modeling, and evidence routines that fit the skill.
Set the growth cadence
Schedule weekly practice and a six-week review using evidence of behavior and impact.
WORKING ORGANIZER
Run the protocol.
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REFLECTION PROMPTS
- Is this a skill gap, a will gap, or a system constraint?
- Who can observe the practice and offer useful feedback?
- How will I avoid confusing confidence with competence?
EQUITY GUARDRAILS
- Development goals should not become public labels or deficit narratives.
- Provide time, models, and feedback before holding people accountable for new skill.
- Account for cultural, linguistic, disability, and role differences in how skilled leadership is expressed.