**Leadership development** is a strategic process that supports employees in purposefully expanding their leadership qualities. In particular, KIROI Step 9 offers valuable impetus for sustainable competence development within this framework. This approach not only supports leaders in broadening their technical skills but also focuses on personal and social competencies.
KIROI step 9 as a supporting tool for leadership development
The ninth step of the KIROI process aims to identify and further develop existing strengths in leaders. In practice, this means that leaders reflect on their previous experiences and challenges to identify which competencies they wish to develop. This creates an individual competency profile, which serves as the foundation for the further development process.
For example, in the automotive industry, executives often report that this step made them realise the importance of communication skills in complex transformation processes. In the IT industry too, the KIROI step helps to specifically train soft skills such as conflict resolution. In the healthcare sector, it is often observed that by accurately analysing one's own strengths, the leadership of one's own teams can be managed more effectively.
Practical Examples for Competence Building
In a medium-sized IT company, KIROI Step 9 placed a special focus on agile methods for managers. This opened up new opportunities for more flexible employee management and dynamic responses to change. Another example comes from the financial services industry: there, the step helped managers to be better prepared for the use of digital tools and to provide them with confidence in change management. Last but not least, an industrial group demonstrates how targeted coaching after competence analysis contributed to increasing team motivation and leadership quality.
BEST PRACTICE with one customer (name hidden due to NDA contract) A globally operating machine manufacturer integrated the KIROI Step 9 into its leadership development. This particularly strengthened the self-confidence of young leaders. Regular reflection phases and coaching discussions enabled them to reduce uncertainties and perform leadership responsibilities with greater confidence.
Key elements of competence building in leadership development
Skills development goes far beyond purely technical training. Alongside methodological knowledge, the development of social skills plays a central role. In addition to KIROI Step 9, the following support this:
- Coaching measures that address individual challenges.
- Mentoring programmes in which experienced leaders pass on their knowledge.
- Simulation exercises and role-plays that provide practical preparation for real leadership situations.
In the technology sector, leaders benefit from positioning themselves more confidently in conflict situations. In the pharmaceutical industry, such coordinated measures allow for the effective management of complex projects. In the retail sector, this integrative approach, in turn, strengthens team leadership to better support change processes.
Active development through accompanying coaching
Coaching as a supplementary measure for leadership development effectively supports the KIROI process. For example, goal-oriented coaching based on the GROW model can help leaders formulate realistic goals and plan their implementation. In the manufacturing sector, leaders report that this individual support has improved their decision-making ability in critical situations. In the service sector, coaching-based reflection promotes awareness of leadership situations and expands options for action.
Leadership Development: Targeted Use of KIROI Step 9
To effectively use the KIROI Step 9, companies should regularly review which competencies are in demand in their respective industries. Additionally, it is helpful to create concrete development plans with clear milestones. This makes leadership development transparent and understandable. A typical approach is to first refine one's own competency profile through feedback rounds and then select targeted coaching or training measures.
In the public sector, this structured approach is showing that, on the one hand, it strengthens acceptance for further training, and on the other, it provides clear direction for individual development needs. At the same time, utilities companies are experiencing that continuous support after KIROI helps them to proactively address changing requirements for managers.
My analysis
**Leadership development** is a dynamic process, significantly shaped by the conscious building of competencies. The KIROI Step 9 offers a helpful framework for recognising and specifically developing individual strengths. By integrating coaching, mentoring, and practical methods, an effective synergy is created that supports leaders sustainably in their challenges. Companies benefit from this, as they can better prepare their leaders for complex tasks and transformative changes.
Further links from the text above:
How to succeed in leadership development – Methods
Coaching methods for everyday leadership
Leadership Development: Comprehensive Guide
Leadership Development: 6 Key Methods and…
Leadership Development – Concept, Methods, Definition…
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