> For the complete documentation index, see [llms.txt](https://docs.talentmap.com/knowledge-base/llms.txt). Markdown versions of documentation pages are available by appending `.md` to page URLs; this page is available as [Markdown](https://docs.talentmap.com/knowledge-base/managers-and-leaders/take-action/action-planning-in-compass/action-plan-template-library/action-planning-library-preview/senior-leadership.md). # Senior Leadership Preview the action plans available for Senior Leadership survey questions. Each question offers a behavior plan and a structure plan. Full plans open inside Compass Action Planning. {% hint style="info" %} **Module required.** Your organization needs the Action Planning module enabled in Compass to open these plans. {% endhint %} *** ### Senior leadership does an effective job of establishing priorities | Plan | Approach | Focus | | -------------------------------------------------------------------------- | --------- | ---------------------------------------------------------------------------------------------------------- | | **Making Priorities Visible and Consistent in Daily Leadership** | Behavior | Aligns what senior leaders say is a priority with where they actually spend their time and attention. | | **Building a Priority-Setting Discipline That Outlasts Any Single Leader** | Structure | Creates a repeatable process for setting, communicating, and retiring priorities across leadership cycles. | *** ### Senior leadership sets ambitious, but realistic organizational goals and objectives | Plan | Approach | Focus | | ------------------------------------------------------- | --------- | ----------------------------------------------------------------------------------------------------- | | **Grounding Goals in Reality Without Killing Ambition** | Behavior | Shifts how leaders frame and discuss goals so employees see them as achievable, not performative. | | **Redesigning How Goals Get Set, Tested, and Adjusted** | Structure | Builds a goal-setting process that stress-tests ambition against capacity before goals are announced. | *** ### Senior leadership clearly communicates organizational goals and objectives | Plan | Approach | Focus | | --------------------------------------------------------------------- | --------- | --------------------------------------------------------------------------------------------------------------- | | **Making Leadership Communication Land, Not Just Launch** | Behavior | Shifts focus from how much leaders communicate to whether employees actually understand what was said. | | **Building a Communication System That Survives Leadership Turnover** | Structure | Creates a repeatable structure for translating strategy into messages that employees at every level can act on. | *** ### Senior leadership creates trust and confidence in their ability to achieve our organization's goals and objectives | Plan | Approach | Focus | | -------------------------------------------------------------------- | --------- | ------------------------------------------------------------------------------------------------------------------------- | | **Building Trust Through Transparency, Not Optimism** | Behavior | Addresses the trust deficit by making leadership decision-making visible and accountable. | | **Installing Accountability Structures That Make Trust Sustainable** | Structure | Creates systems that make leadership follow-through visible and measurable rather than dependent on individual character. | *** ### Senior leadership does an effective job of being visible | Plan | Approach | Focus | | -------------------------------------------------------------- | --------- | --------------------------------------------------------------------------------------------------------------- | | **Moving Senior Leaders from the Boardroom to the Floor** | Behavior | Creates consistent, low-effort leadership visibility habits that employees actually notice and value. | | **Embedding Leadership Presence into Organizational Routines** | Structure | Builds visibility into the operating cadence so it doesn't depend on individual leaders remembering to show up. | *** ### Senior leadership acts consistently; they do as they say | Plan | Approach | Focus | | ---------------------------------------------------------- | --------- | ---------------------------------------------------------------------------------------- | | **Closing the Say-Do Gap in Senior Leadership** | Behavior | Makes leadership commitments trackable and follow-through visible to the organization. | | **Hardwiring Accountability into How Leadership Operates** | Structure | Builds systems that make say-do consistency a structural feature, not a personal virtue. | *** ### --- # Agent Instructions This documentation is published with GitBook. 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