addressing the following "Stop$/$Start$/$Continue$"$ feedback questions:

$1.$Stop: What are the leadership skills and behaviors the learner has selected that you recommend be stopped, i$.$e$.,$ not pursued? Provide the rationale as to why you believe a leadership skill they have selected may not be the most appropriate focus area based on your review of the employee engagement survey results. If you don't identify any leadership behavior focus area to stop, then how would you suggest one or more of the targeted leadership behavior areas be modified to better address the outcome desired?

$2.$Start: What leadership skills and behaviors do you recommend the learner add as a focus area? Provide the rationale for your recommendation as well as one to two suggested ways this leadership skill$/$behavior could be targeted for improvement.

$3.$ Continue: For the recommendations that the learner has made that you fully agree with, provide commentary as to why you believe the selected leadership skills and behaviors area is appropriate to be addressed.

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A$.$ Please address all three for this separately

In my adaptive leadership toolkit to address the challenges and goals from the employee engagement survey assessment I would include a mix of practical tools, leadership behaviors, and measurable strategies. First, I would use active listening and empathy to understand employee concerns, especially in areas like training and development. This is crucial for me as I think a leader's first job, in almost all scenarios, is to observe and learn first before acting. This would be equivalent to my measuring tape in my toolkit. I would use regular one$-$on$-$one check$-$ins and anonymous feedback tools in order to gauge employee needs. After assessing what the possible causes could be$,$ the next tool I would use is Coaching and mentoring programs. Now we are driving for results. This is done to address the training and development gap, providing employees with tailored growth opportunities. This is my nail in my toolbox, And recognition and reward systems, would be my hammer, used to encourage the employee to continue to improve. I would use peer$-$nominated awards and transparent reward criteria. This is done to foster an environment of appreciation. Finally, I would encourage open communication through town halls and collaborative goal$-$setting sessions that can address job satisfaction concerns, ensuring employees feel valued and heard.

To measure the effectiveness of adaptive leadership, I would make sure that what is being measured aligns with the desired behaviors and outcomes. Training and development programs would be measured through pre$-$ and post$-$program satisfaction surveys, tracking changes in employee skill confidence and engagement. For rewards and recognition, the metrics would include employee participation rates in recognition programs and retention data, demonstrating whether consistent recognition impacts morale. These are all strategies used in my current job that seem to yield the best results. Job satisfaction can be tracked through a Net Promoter Scores $($eNPS$),$ which reflect overall engagement and organizational pride. I would review these metrics regularly, using data to adjust goals as needed, ensuring an iterative, responsive approach to employee needs and organizational goals.