Articles archive
Developing Emotionally Intelligent Organizations
Frank Sims was worried as he watched the Roadway truck drive away from the dock. Specialty Glassware (a pseudonym) was one of Roadway's large clients. The damage problems had been getting worse lately. He needed some Pepto Bismol. As he walked to his office, he remembered something from a recent workshop on emotional intelligence. Instead of worrying about the damage and an angry customer, Frank asked himself how he could see this as an opportunity to learn something. He watched another truck being loaded and an idea began to take shape. He thought about the customer and wondered if the dock workers and drivers understood their customer's concerns. He looked for a way to engage more people in solving the customers' problems.
Authors: Richard E. Boyatzis and Ellen Van Oosten
First published: 2002
Developing Management Capability at M&G Investments
This paper seeks to challenge what are (many readers will probably already concur with this) outmoded assumptions:
- that executives can be developed
- that development is any large measure dependent on 'learning events'
Author: Gareth Jones, Head of Leadership Development & Training,
M&G Investments
First published: 2002
Executive Coaching: An Integrative Approach To Executive Development
When Robert Walker moved into the role of CEO in an international financial institution he realised that his new job was much more complex than he originally believed. He was struggling not only with the diverse views on strategy and objectives, but also with the strong political undertones in the executive team. He was trying to think of all the things he had learnt both on the job and in courses and programmes over the past few years, but found it difficult to pull all the pieces together. It was after a particularly difficult board meeting that the HR director, who was a member of the top team, suggested that he might like to do some work with an executive coach. At first, Robert felt that he was being criticised and was annoyed by the suggestion. After all it was "tough going" at the top and everyone knew that. He also remembered a friend in his previous organisation who had been working with a coach and was then re-deployed, so he associated coaching with failure. This is mainly because that as a distinct intervention, executive coaching often remains poorly defined.
Author:Susan Bloch, Global Head of Executive
Coaching, Hay Group
First published: 2002
Executive Competency Models: Do They Really Add Value?
Many organisations boast, as part of their portfolio of development tools, one or more competency models. Executives are not exempt in this regard; in explicit recognition of the fact that roles at the highest levels of seniority require some distinct and separate attributes, it is not unusual to find a stand-alone model of leadership competencies in organisations. Yet an executive competency model is often a costly beast. Quite apart from the actual development costs incurred and often because of the requirement for consulting support, the opportunity costs can be phenomenal. Whatever methodology is used to identify and model competencies, it will be necessary to examine executive behaviours in some depth, and this will inevitably require a significant amount of executive and practitioner time.
Authors: Katherine Thomas, HR Consultant, Hay
Group, Graham Mole, Director of HR Development, Willis Group
First published: 2002
Executive Education Embraces Action Learning: Today’s Executives Learn While They Solve Their Business Problems
Executive education is a multi-billion dollar business. In the United States alone, executive programs offered by business schools generate $10 billion annually. This boom is fuelled by the fact that today's executives struggle to stay abreast of change in an increasingly volatile world. In the 21st century, companies that do not evolve, do not survive. Globalization, fluctuating stock markets, new technology, European integration and emerging economies are just some of the factors that complicate decision-making for today's senior managers.
Author: Rosie Innes, Associate Director of International
Executive Education, IESE Business School, Barcelona and Madrid
First published: 2002
What is effective management development? A school of management’s perspective
Management development can cover a wide disparity of disciplines. Cranfield School of Management suggest the factors that constitute a cohesive development course, showing how it can be applied beneficially.
Author: Claire Parkin, Cranfield School of
Management
First published: 2002
