Sunday, 14 February 2010

Management Development

Have you ever wondered if you are getting a good return on the money you are spending on management development?

Despite the billions of dollars, euros, and yen invested in coaching and management development, remarkably few executives can be regarded as skillful managers,” says Gill Corkindale, the former management editor of The Financial Times. In a posting on a Harvard Business School blog, Corkindale asks readers how this reality is possible.

Answering her own question, Corkindale offers two reasons, saying, “It's my guess that the majority of managers with responsibility for large teams and significant businesses either do not possess the requisite skills of a manager — or they just don't put them (new skills learned) into practice.”

Corkindale then proposes three reasons why executives fail to apply the leadership development skills they learn, including lack of time, budget constraints and the reality that, “behavioural change is difficult.”

Next, Corkindale proceeds to share some of the rules she recommends to help ensure that new managerial development skills are applied, including being open to experimentation and new ideas in learning, trusting that the learning will help, and committing to the plan for a minimum of six months. She also outlines five of the key development areas that she recommends for executives.

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1 comment:

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