How to Design an Effective System for Developing Managers and Executives. Maxine Dalton

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       HOW TO DESIGN AN EFFECTIVE SYSTEM FOR DEVELOPING MANAGERS AND EXECUTIVES

       HOW TO DESIGN AN EFFECTIVE SYSTEM FOR DEVELOPING MANAGERS AND EXECUTIVES

      Maxine A. Dalton

      George P. Hollenbeck

      Center for Creative Leadership

      Greensboro, North Carolina

      The Center for Creative Leadership is an international, nonprofit educational institution founded in 1970 to advance the understanding, practice, and development of leadership for the benefit of society worldwide. As a part of this mission, it publishes books and reports that aim to contribute to a general process of inquiry and understanding in which ideas related to leadership are raised, exchanged, and evaluated. The ideas presented in its publications are those of the author or authors.

      The Center thanks you for supporting its work through the purchase of this volume. If you have comments, suggestions, or questions about any CCL Press publication, please contact the Director of Publications at the address below.

      Center for Creative Leadership

      Post Office Box 26300

      Greensboro, North Carolina 27438-6300

      336-288-7210 • www.ccl.org

      ©1996 Center for Creative Leadership

      All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

      CCL No. 158

       Library of Congress Cataloging-in-Publication Data

      Dalton, Maxine A.

      How to design an effective system for developing managers and executives / Maxine A. Dalton, George P. Hollenbeck.

      p. cm.

      Includes bibliographical references.

      ISBN 1-882197-24-0 [ISBN-13: 978-1-882197-24-8]

      1. Executives—Training of. 2. Industrial management—Study and teaching. I. Hollenbeck, George P. II. Title.

      HD30.4.D355 1996

      658.4'0712404—dc20

      96-28862

      CIP

       Table of Contents

       Preface

       Executive Guide

       Acknowledgments

       Introduction

       STEP 1: Find and Use Organizational Support for Creating a Process, Not an Event

       Seek a Developmentally Friendly Manager as Your Partner

       Educate Key Decision-makers

       Pay Attention to Timeliness

       Employ Patience and Persistence

       STEP 2: Define the Program Purpose and the Behaviors to Be Developed

       Program Purpose

       Behaviors to Be Developed

       The Model of Change

       STEP 3: Use Feedback as the Baseline for Executive Development

       Necessary Conditions for Developmental Feedback

       Credibility

       Meaning

       Potential

       Confidentiality and anonymity

       Timeliness

       Feedback Methods

       The feedback instruments

       The feedback provider

       Who Changes as a Result of Feedback?

       STEP 4: Define and Communicate the Critical Role of the Manager

       The Manager’s Role

       Make development real

       Provide developmental experiences

       Provide support and feedback

       Provide access to organizational resources

       Enlisting the Manager

       STEP 5: Write the Development Plan

       The Elements of an Effective Plan

       The development goal

       Developmental strategies

       Measurement standards

       The Development-planning Roles

       The Organization Context

       STEP 6: Make the Program Accountable