Yellow Brick Road 2

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Information about Yellow Brick Road 2
Business & Mgmt

Published on March 9, 2009

Author: BobSelden

Source: slideshare.net

Description

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,

Management Development - defined pathway, or - yellow brick road? Bob Selden, author “What To Do When You Become The Boss”

What would I really like to know about management development? What’s the most pressing management development need for my organisation? How to make this session relevant

What would I really like to know about management development?

What’s the most pressing management development need for my organisation?

Management Development - a critique Haphazard series of unrelated experiences – training / trial and error. Events based, rather than systemic or process. (McCauley & VanVesor 2003) ©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au

Haphazard series of unrelated experiences – training / trial and error.

Events based, rather than systemic or process. (McCauley & VanVesor 2003)

Our role as trainers, coaches, H.R.D. specialists? To help managers “learn how to learn” ©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au

To help managers “learn how to learn”

The 5 Moments of Learning Need When learning for the first time When wanting to learn more When trying to remember When things change When something goes wrong

When learning for the first time

When wanting to learn more

When trying to remember

When things change

When something goes wrong

The 5 Moments of Learning Need Creative problem solving Support groups Problem review Personal learning framework His / her manager Mentor For support. Then, reflection and renewal When something goes wrong His / her manager Peer mentor / Coach Support groups His / her manager Coach For a process to manage the change When things change Aide memoirs Support groups Aide memoirs For help. Access to information When trying to remember Blended learning Peer learning Classroom training E-learning To acquire knowledge When wanting to learn more Blended learning Classroom training E-learning To develop new skills When learning for the first time Can now be provided by … Traditionally provided by … The manager needs …

Creative problem solving

Support groups

Problem review

Personal learning framework

His / her manager

Mentor

When something goes wrong

His / her manager

Peer mentor / Coach

Support groups

His / her manager

Coach

When things change

Aide memoirs

Support groups

Aide memoirs

When trying to remember

Blended learning

Peer learning

Classroom training

E-learning

When wanting to learn more

Blended learning

Classroom training

E-learning

When learning for the first time

Does your Management Development Process include . . . Blended learning? Peer learning? Aide memoirs? Support groups? Coaching of participants’ managers? Peer coaching? Access to formal coaching? Creative problem solving strategies? A “learning to learn” process for participants? ©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au

Blended learning?

Peer learning?

Aide memoirs?

Support groups?

Coaching of participants’ managers?

Peer coaching?

Access to formal coaching?

Creative problem solving strategies?

A “learning to learn” process for participants?

Management Development - Progress last 10 years? Real world application: Coaching, mentoring, training Action learning Developmental assignments Action, not knowledge. Tied to strategic business imperatives. (Hernez et al – Human Resozrce Planning 2004)

Real world application:

Coaching, mentoring, training

Action learning

Developmental assignments

Action, not knowledge.

Tied to strategic business imperatives. (Hernez et al – Human Resozrce Planning 2004)

Management Development Criticisms Concentration on leadership characteristics development – input oriented How do we define “leadership” “management”? ©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au

Concentration on leadership characteristics development – input oriented

How do we define “leadership” “management”?

The challenge for managers: “Which skills do I need to develop?” Analysis and assessment e.g. via 360  feedback Limitations? ©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au

Analysis and assessment e.g. via 360  feedback

Limitations?

Answer – identify the skills required for each position Cognitive: collecting, processing and disseminating information; able to say what needs to be accomplished and why; listening; questioning; comprehending. Interpersonal Skills: social skills – interacting, influencing others; social & self perceptiveness; co-ordinate the actions of self & others; negotiate to resolve conflicts. Business Skills: skills specific to functional area; management of material resources; operations analysis; management & application of personnel resources; management of financial resources. 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) ©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au

Cognitive: collecting, processing and disseminating information; able to say what needs to be accomplished and why; listening; questioning; comprehending.

Interpersonal Skills: social skills – interacting, influencing others; social & self perceptiveness; co-ordinate the actions of self & others; negotiate to resolve conflicts.

Business Skills: skills specific to functional area; management of material resources; operations analysis; management & application of personnel resources; management of financial resources.

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)

©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

Implications for us? Defining the extent to which all four skill sets are required for each position at each level. To provide development experiences that enable managers to reach their full potential. Cognitive Skill Requirements Interpersonal Skill Requirements Business Skill Requirements Strategic Skill Requirements

Defining the extent to which all four skill sets are required for each position at each level.

To provide development experiences that enable managers to reach their full potential.

Summary Events based rather than a process Help managers “learn how to learn” A move toward real world application Focus on action rather than knowledge Tied to strategic imperatives Still a focus on leader traits v’s outputs Managers need to develop skills relative to their position – cognitive, interpersonal, business and strategic

Events based rather than a process

Help managers “learn how to learn”

A move toward real world application

Focus on action rather than knowledge

Tied to strategic imperatives

Still a focus on leader traits v’s outputs

Managers need to develop skills relative to their position – cognitive, interpersonal, business and strategic

What are the implications for management development personnel?

One only becomes a leader when other people say so . “ Management” v’s “Leadership”? One automatically becomes a manager when one signs on for the job.

One only becomes a leader when other people say so .

One automatically becomes a manager when one signs on for the job.

Leadership occurs at all levels A shared understanding of the environment – “We know what we face” A shared vision of where we are going – “We know what we have to do” A shared set of organisational values – “We are in this together” A shared feeling of power – “We can do this” ©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au

A shared understanding of the environment – “We know what we face”

A shared vision of where we are going – “We know what we have to do”

A shared set of organisational values – “We are in this together”

A shared feeling of power – “We can do this”

Leadership occurs at all levels A shared understanding of the environment – “We know what we face” A shared vision of where we are going – “We know what we have to do” A shared set of organisational values – “We are in this together” A shared feeling of power – “We can do this” ©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au

A shared understanding of the environment – “We know what we face”

A shared vision of where we are going – “We know what we have to do”

A shared set of organisational values – “We are in this together”

A shared feeling of power – “We can do this”

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 unrelated events

2. Identify the management skills to be developed Assist the manager to identify the skills required for this position, at this level, at this time . Provide a rigorous means of skills assessment . Provide ways which will help the manager develop the required skills. Help managers “learn how to learn”.

Assist the manager to identify the skills required for this position, at this level, at this time .

Provide a rigorous means of skills assessment .

Provide ways which will help the manager develop the required skills.

Help managers “learn how to learn”.

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 .

4. Ownership Finally, the Management Development Pathway must be transparent and owned by the people that matter most – the managers .

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”

References McCauley, C.D., & Velsor, E.V. (Eds) (2003) The Center for Creative Leadership Handbook of Leadership Development (2nd Ed). Jossey-Bass, San Francisco. 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. 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. 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. Selden, B. What To Do When You Become The Boss. (2007) Outskirts Press Inc. Colorado.

McCauley, C.D., & Velsor, E.V. (Eds) (2003) The Center for Creative Leadership Handbook of Leadership Development (2nd Ed). Jossey-Bass, San Francisco.

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.

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.

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.

Selden, B. What To Do When You Become The Boss. (2007) Outskirts Press Inc. Colorado.

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