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Management Development -  defined pathway,    or - yellow brick road? Bob Selden, author “What To Do When You Become The B...
<ul><li>What would I really like to know about management development? </li></ul><ul><li>What’s the most pressing manageme...
Management Development - a critique <ul><li>Haphazard series of unrelated experiences – training / trial and error. </li><...
Our role as trainers, coaches, H.R.D. specialists? <ul><li>To help managers “learn how to learn” </li></ul>©2009 Bob Selde...
The 5 Moments of Learning Need <ul><li>When learning for the first time </li></ul><ul><li>When wanting to learn more </li>...
The 5 Moments of Learning Need <ul><li>Creative problem solving </li></ul><ul><li>Support groups </li></ul><ul><li>Problem...
Does your Management Development Process include . . .   <ul><li>Blended learning? </li></ul><ul><li>Peer learning? </li><...
Management Development - Progress last 10 years? <ul><li>Real world application: </li></ul><ul><ul><li>Coaching, mentoring...
Management Development  Criticisms <ul><li>Concentration on leadership characteristics development – input oriented </li><...
The challenge for managers: “Which skills do I need to develop?” <ul><li>Analysis and assessment e.g. via 360   feedback ...
Answer – identify the skills required for each position <ul><li>Cognitive:   collecting, processing and disseminating info...
©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au Cognitive Skill Requirements Int...
Implications for us? <ul><li>Defining the extent to which all four skill sets are required for each position at each level...
Summary <ul><li>Events based rather than a process </li></ul><ul><li>Help managers “learn how to learn” </li></ul><ul><li>...
What are the implications for management development personnel?
<ul><li>One only becomes a leader when  other people say so . </li></ul>“ Management” v’s  “Leadership”? <ul><li>One  auto...
Leadership occurs at all levels <ul><li>A shared understanding of the environment –  “We know what we face” </li></ul><ul>...
Leadership occurs at all levels <ul><li>A  shared  understanding of the environment –  “We know what we face” </li></ul><u...
What now for our management development challenge?
1. A  process  not an event Firstly, management development must be seen as a defined  “pathway” , not a series of unrelat...
2. Identify the management skills to be developed <ul><li>Assist the manager to identify the skills required  for this pos...
3. Encourage  leadership development Thirdly, managers need to be shown how to design, develop & implement  leadership out...
4.  Ownership Finally, the Management Development Pathway must be  transparent and owned  by the people that matter most –...
Management Development “L earning is about seeing things from a different perspective.  My role is to help people improve ...
References <ul><li>McCauley, C.D., & Velsor, E.V. (Eds) (2003) The Center for Creative Leadership Handbook of Leadership D...
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Yellow Brick Road 2

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The future of management development processes within organisations. What's working) What isn't? What needs to change? Subject of a key note address at IFTDO conference in Dubai, March 2008,

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Transcript of "Yellow Brick Road 2"

  1. 1. Management Development - defined pathway, or - yellow brick road? Bob Selden, author “What To Do When You Become The Boss”
  2. 2. <ul><li>What would I really like to know about management development? </li></ul><ul><li>What’s the most pressing management development need for my organisation? </li></ul>How to make this session relevant
  3. 3. Management Development - a critique <ul><li>Haphazard series of unrelated experiences – training / trial and error. </li></ul><ul><li>Events based, rather than systemic or process. (McCauley & VanVesor 2003) </li></ul>©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au
  4. 4. Our role as trainers, coaches, H.R.D. specialists? <ul><li>To help managers “learn how to learn” </li></ul>©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au
  5. 5. The 5 Moments of Learning Need <ul><li>When learning for the first time </li></ul><ul><li>When wanting to learn more </li></ul><ul><li>When trying to remember </li></ul><ul><li>When things change </li></ul><ul><li>When something goes wrong </li></ul>
  6. 6. The 5 Moments of Learning Need <ul><li>Creative problem solving </li></ul><ul><li>Support groups </li></ul><ul><li>Problem review </li></ul><ul><li>Personal learning framework </li></ul><ul><li>His / her manager </li></ul><ul><li>Mentor </li></ul>For support. Then, reflection and renewal <ul><li>When something goes wrong </li></ul><ul><li>His / her manager </li></ul><ul><li>Peer mentor / Coach </li></ul><ul><li>Support groups </li></ul><ul><li>His / her manager </li></ul><ul><li>Coach </li></ul>For a process to manage the change <ul><li>When things change </li></ul><ul><li>Aide memoirs </li></ul><ul><li>Support groups </li></ul><ul><li>Aide memoirs </li></ul>For help. Access to information <ul><li>When trying to remember </li></ul><ul><li>Blended learning </li></ul><ul><li>Peer learning </li></ul><ul><li>Classroom training </li></ul><ul><li>E-learning </li></ul>To acquire knowledge <ul><li>When wanting to learn more </li></ul><ul><li>Blended learning </li></ul><ul><li>Classroom training </li></ul><ul><li>E-learning </li></ul>To develop new skills <ul><li>When learning for the first time </li></ul>Can now be provided by … Traditionally provided by … The manager needs …
  7. 7. Does your Management Development Process include . . . <ul><li>Blended learning? </li></ul><ul><li>Peer learning? </li></ul><ul><li>Aide memoirs? </li></ul><ul><li>Support groups? </li></ul><ul><li>Coaching of participants’ managers? </li></ul><ul><li>Peer coaching? </li></ul><ul><li>Access to formal coaching? </li></ul><ul><li>Creative problem solving strategies? </li></ul><ul><li>A “learning to learn” process for participants? </li></ul>©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au
  8. 8. Management Development - Progress last 10 years? <ul><li>Real world application: </li></ul><ul><ul><li>Coaching, mentoring, training </li></ul></ul><ul><ul><li>Action learning </li></ul></ul><ul><ul><li>Developmental assignments </li></ul></ul><ul><li>Action, not knowledge. </li></ul><ul><li>Tied to strategic business imperatives. (Hernez et al – Human Resozrce Planning 2004) </li></ul>
  9. 9. Management Development Criticisms <ul><li>Concentration on leadership characteristics development – input oriented </li></ul><ul><li>How do we define “leadership” “management”? </li></ul>©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au
  10. 10. The challenge for managers: “Which skills do I need to develop?” <ul><li>Analysis and assessment e.g. via 360  feedback </li></ul><ul><li>Limitations? </li></ul>©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au
  11. 11. Answer – identify the skills required for each position <ul><li>Cognitive: collecting, processing and disseminating information; able to say what needs to be accomplished and why; listening; questioning; comprehending. </li></ul><ul><li>Interpersonal Skills: social skills – interacting, influencing others; social & self perceptiveness; co-ordinate the actions of self & others; negotiate to resolve conflicts. </li></ul><ul><li>Business Skills: skills specific to functional area; management of material resources; operations analysis; management & application of personnel resources; management of financial resources. </li></ul><ul><li>Strategic Skills: conceptual skills needed to take a systems perspective to understand complexity, deal with ambiguity and to effect influence in the organisation. (Mumford et al, The Leadership Quarterly V18 N2 2007) </li></ul>©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au
  12. 12. ©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au Cognitive Skill Requirements Interpersonal Skill Requirements Business Skill Requirements Strategic Skill Requirements Mumford T., Campion M., Morgeson F. The Leadership Quarterly V18 N2 2007 Skill Requirements Strataplex Junior level Mid level Senior level
  13. 13. Implications for us? <ul><li>Defining the extent to which all four skill sets are required for each position at each level. </li></ul><ul><li>To provide development experiences that enable managers to reach their full potential. </li></ul>Cognitive Skill Requirements Interpersonal Skill Requirements Business Skill Requirements Strategic Skill Requirements
  14. 14. Summary <ul><li>Events based rather than a process </li></ul><ul><li>Help managers “learn how to learn” </li></ul><ul><li>A move toward real world application </li></ul><ul><li>Focus on action rather than knowledge </li></ul><ul><li>Tied to strategic imperatives </li></ul><ul><li>Still a focus on leader traits v’s outputs </li></ul><ul><li>Managers need to develop skills relative to their position – cognitive, interpersonal, business and strategic </li></ul>
  15. 15. What are the implications for management development personnel?
  16. 16. <ul><li>One only becomes a leader when other people say so . </li></ul>“ Management” v’s “Leadership”? <ul><li>One automatically becomes a manager when one signs on for the job. </li></ul>
  17. 17. Leadership occurs at all levels <ul><li>A shared understanding of the environment – “We know what we face” </li></ul><ul><li>A shared vision of where we are going – “We know what we have to do” </li></ul><ul><li>A shared set of organisational values – “We are in this together” </li></ul><ul><li>A shared feeling of power – “We can do this” </li></ul>©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au
  18. 18. Leadership occurs at all levels <ul><li>A shared understanding of the environment – “We know what we face” </li></ul><ul><li>A shared vision of where we are going – “We know what we have to do” </li></ul><ul><li>A shared set of organisational values – “We are in this together” </li></ul><ul><li>A shared feeling of power – “We can do this” </li></ul>©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au
  19. 19. What now for our management development challenge?
  20. 20. 1. A process not an event Firstly, management development must be seen as a defined “pathway” , not a series of unrelated events
  21. 21. 2. Identify the management skills to be developed <ul><li>Assist the manager to identify the skills required for this position, at this level, at this time . </li></ul><ul><li>Provide a rigorous means of skills assessment . </li></ul><ul><li>Provide ways which will help the manager develop the required skills. </li></ul><ul><li>Help managers “learn how to learn”. </li></ul>
  22. 22. 3. Encourage leadership development Thirdly, managers need to be shown how to design, develop & implement leadership output strategies (the 4 conditions) within their workplace that will encourage others to follow them .
  23. 23. 4. Ownership Finally, the Management Development Pathway must be transparent and owned by the people that matter most – the managers .
  24. 24. Management Development “L earning is about seeing things from a different perspective. My role is to help people improve their vision. ” Bob Selden, author “What To Do When You Become The Boss”
  25. 25. References <ul><li>McCauley, C.D., & Velsor, E.V. (Eds) (2003) The Center for Creative Leadership Handbook of Leadership Development (2nd Ed). Jossey-Bass, San Francisco. </li></ul><ul><li>Hernez-Broome, L., & Hughes, R.L. (2004) Leadership Development: Past, Present & Future. Human Resource Planning, Vol 27, Iss 1, pp 24-32, Human Resource Planning Society, New York. </li></ul><ul><li>Rosti Jr., R.T. & Shipper, F. (1998) A study of the impact of training in a management development program based on 360 feedback. Journal of Managerial Psychology, Vol 13, Iss 1/2, pp 77-89, MC PUB Ltd. </li></ul><ul><li>Mumford, T.V., Campion, M.A. & Morgeson, F.P. (2007) The leadership skills strataplex: Leadership skill requirements across organisational levels. The Leadership Quarterly, Vol 18, No. 2, pp 154-156. Elsevier, Amsterdam. </li></ul><ul><li>Selden, B. What To Do When You Become The Boss. (2007) Outskirts Press Inc. Colorado. </li></ul>

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