CONCLUSION
With these ten steps in mind, we hope you can grasp that every second in management is alearning moment, and not just adoing moment.
This book should have given you a new range of insights into your own individual development. Do begin to put these into practice. For, if you don’t, you may well share the fate of the turkeys in this fable:
‘‘Once upon a time, an enterprising turkey gathered the flock together and, with demonstrations and instructions, taught them
how to fly. All afternoon they enjoyed soaring, glimpsing new vistas.
‘‘After the training was over, all the turkeys walked home.’’
Moral
Don’t slip back out of individual development into turkey management.
Frequently Asked Questions (FAQs)
Q1: How is the nature of individual development changing, and why?
A: See Chapters 3 and 8.
Q2: What are the options for individual development, and how do they compare?
A: See Chapters 1 and 3.
Q3: What are the key concepts in individual develop- ment, and what do they mean?
A: See Chapters 2 and 8.
Q4: What is the return on individual development training?
A: See Chapters 3 and 7.
Q5: What does individual development mean in a global context?
A: See Chapter 5.
Q6: How do you define what business you are in?
A: See Chapter 6.
Q7: What are your key sources of personal competi- tive advantage, and how can you develop these?
A: See Chapter 6.
Q8: How might you formulate and evaluate a strategy for your career?
A: See Chapter 6.
Q9: How would you stage a learning intervention to develop a group of individuals?
A: See Chapter 7.
Q10: How do individuals learn most effectively, and what are the different forms of learning?
A: See Chapters 1, 3, and 8.
Index
abstract conceptualism 100–104 acquisitions 47–8, 131–2 action learning 111–12 action loops 105–7 active experimentation 101–4 activists 108–11
activities mix 7, 8 added-value test 55–6
AIDseeattractiveness and implementation difficulty
alliances 47–8, 131–2 analyses
attractiveness and implementation difficulty 40–41
fishbone 36–8, 40 from-to 39–40 gap 20, 39 training needs 20–21 wishbone 38–9, 40 annual performance reviews 27 Argyris, Chris 112–16 attractiveness and implementation
difficulty (AID) analysis 40–41 Bandler, Richard 119–22 behavior 120–121 Belbin team roles 87, 125–30 benchmarking 47
benefits 42, 137
best practice, British Petroleum 50–51
Blackwell, Lauren 92–7 books 130–133
breakthrough theory 9–10, 136 British Petroleum (BP) 50–51 business outputs 90 careers
development strategies 60–68 global 46–9
mistakes and uncertainty 61–3 scenarios 118–19
strategic options 70–72 transitions 64–5, 68–70 case studies
British Petroleum 50–51 Dowty Communications 74–82 Hewlett-Packard 92–7 Mercury Communications 82–92 Raven Investments 113–16 Royal Bank of Scotland 33–4, 110 The Complainers 37
change management 19 coaching 6, 92–7 commercial skills 19 communication 81, 119, 120 company-led development 31–2 competencies 17–20, 58–9, 136 competitive advantage 57–60 The Complainers, case study 37 completer finishers 128, 129
complex learning 112–16 concrete experience 100–103 Connor, Russell 83 consolidation 137 constraints 69–70 consultancy skills 33–4 coordinators 127, 129 cost management 86, 89–90 courses 2, 3, 29–30, 47 creativity 132 customer services 86, 90 cynicism 88
definitions 12–21 development definition 13 distinctive competencies 58–9 distractions 106
double-loop learning 14, 112–16 Dowty Communications, case study
74–82
dual system strategic learning 106–7 emotional competencies 18 empowerment 31 enabling competencies 58–9 errors, aversion to exposing 112–13 evolution 23–34
exercises
adding (more) value 56 Belbin team roles 129 career scenarios 118–19 career transitions 68–70 destroying value 57 developmental needs 40 global career opportunities 48–9 global managers 45–6 past careers 63
personal career strategies 66–7, 71–2 personal competitive advantages
59–60
skills breakthroughs 9–10 experimentation 101, 103,
104–7 facilitators 81 feedback 100–108
finance books 131 fishbone analysis 36–8, 40 focus, lack of 56
frequently asked questions (FAQs) 139–40
from-to analysis 39–40
gaps and gap analysis 20, 36–40, 136 global dimension 43–51
goals 26, 120, 121 Grinder, John 119–22 groups 12, 104, 109–10, 129
Grundy, Tony 2, 3, 9, 26–7, 61–2, 64, 77, 82, 109–10
guides 28–9
Hewlett-Packard (HP) case study 92–7 Honey, Peter 108–11
implementation difficulties 40–41 implementers 127, 129 impossibility school 16, 17 individual-led development 31–2 innovation and innovators 126, 132 interdependencies management 137 international companies 48 interpersonal skills 19–20 interventions, training 30–31 involvement levels 75–8 key aspects
frequently asked questions 139–40 key concepts 99–122
resources 123–33 ten steps 135–8 thinkers 99–122 key concepts 99–122 King, Dave 75, 77, 82 Knowles, Malcolm 111–12 Kolb, David 100–108 Kolb’s learning cycle 101 lateral thinking 137 leadership 19, 80–81, 133 learning
action 111–12 built in 79
INDEX 143 capabilities 80–81
communication 81 complex 112–16 cycle 101 definitions 13–15 as feedback 100–108 group 104, 109–10 leaders 80–81 loops 14, 104–8, 112–16 organization 15–17 organizational context 103–4 overdosing and come-down 79–80 processes 68, 91
projects 5, 6, 82–92 self-directed 111–12 strategic 14–15, 54, 74–82,
104–8 styles 108–11
within/across organizations 78–9 learning to learn 28, 102–3 management
change 19
competency framework 19–20
costs 86, 89–90 global 44–6
interdependencies 137 objectives 85–6, 89 opportunity 85, 88–9 turnaround 38–9, 42 marketing books 132 mentors 5–6, 96
Mercury Communications, case study 82–92
Mittens, John 83, 86, 87 monitor evaluators 127–8, 129 Mumford, Alan 108–11 needs 20–21, 36–40
neurolinguistic programming (NLP) 119–22
objectives 26, 85–6, 89 on-the-job training 25–9 one-to-one strategy coaching 92–7
ongoing development 137 operating procedure guides 28–9 operational learning 14–15 operational performance improvement
82–92
operations books 132 opportunist development 61–3 opportunities 46–9, 85, 88–9 organization and organizations
books 133 context 103–4
development (global) 49–51 infused learning 78–9 learning 15–17 outputs 90–91 roles 54–7 performance 26–7
personal competitive advantage 57–60 personal skills 19–20, 133
plants 126, 129
postings to other countries 47 power base shifts 80 pragmatic school 16, 17 pragmatists 108–11 prescriptive school 16–17 present situations 136 prioritization 41 problem-solving skills 19 psychological pressure 64 psychometric profiling tools
124–30
Raven Investments, case study 113–16 reflective observation 100–103 reflectors 108–11
resource investigators 128, 129 resources 123–33
return on development 41–2 Revans, Reg 111–12 reviews of performance 26–7 roles
Belbin team roles 87, 125–30 defining yours 54–7 developmental 6–7 moves 64–5
Royal Bank of Scotland, case study 33–4, 110
scenarios 116–19 secondments 47
self-directed learning 111–12 self-sealing errors 112
Senge, Peter 116–19 shapers 126–7, 129 shifts 39, 64–5, 80
single-loop learning 14, 112–16 skills
books 133 breakthroughs 9–10 commercial 19 consultancy 33–4 distinctive 58–9 enabling 58–9 gaps 20, 36–40, 136 global management 44–6 interpersonal 19–20 local management 44 personal 19–20, 133 problem-solving 19 shifts 39
social organizational context 103–4
solo training 12–13 state of the art 53–72 strategic development 32–3 strategic learning 14–15, 54, 74–82,
104–8
strategic options grid 70
strategic reviews 75–8 strategic thinking 19, 95–6 strategies
career development 60–68 evaluation 40–41, 70–72 individual development 4–7, 60–68 strategy books 130
strategy coaching 92–7 styles 64–5, 108–11 success factors 18 success stories 73–97 systems thinking 116–19 tactical development 32–3 teams 87, 125–30 teamworkers 128, 129 theorists 108–11 thinkers 99–122
thinking 19, 95–6, 116–19, 137 timelines, evolution 24–5 training 12–13, 25–31 training needs analysis 20–21 transitions, career 64–5, 68–70 turnaround management 38–9,
42
unlearning 106–7 value 7–9, 55–7, 136 vision 38–9, 136 wishbone analysis 38–9, 40 workshops 86–7
EXPRESSEXEC –
BUSINESS THINKING AT YOUR FINGERTIPS
ExpressExec is a 12-module resource with 10 titles in each module. Combined they form a complete resource of current business practice. Each title enables the reader to quickly understand the key concepts and models driving management thinking today.
Innovation
01.01 Innovation Express 01.02 Global Innovation 01.03 E-Innovation 01.04 Creativity 01.05 Technology Leaders 01.06 Intellectual Capital 01.07 The Innovative Individual 01.08 Taking Ideas to Market 01.09 Creating an Innovative Culture 01.10 Managing Intellectual Property
Enterprise
02.01 Enterprise Express 02.02 Going Global 02.03 E-Business 02.04 Corporate Venturing 02.05 Angel Capital 02.06 Managing Growth 02.07 Exit Strategies
02.08 The Entrepreneurial Individual 02.09 Business Planning
02.10 Creating the Entrepreneurial Organization
Strategy
03.01 Strategy Express 03.02 Global Strategy 03.03 E-Strategy 03.04 The Vision Thing 03.05 Strategies for Hypergrowth 03.06 Complexity and Paradox 03.07 The New Corporate Strategy 03.08 Balanced Scorecard 03.09 Competitive Intelligence 03.10 Future Proofing
Marketing
04.01 Marketing Express 04.02 Global Marketing 04.03 E-Marketing 04.04 Customer Relationship
Management
04.05 Reputation Management 04.06 Sales Promotion 04.07 Channel Management 04.08 Branding
04.09 Market Research 04.10 Sales Management
Finance
05.01 Finance Express 05.02 Global Finance 05.03 E-Finance
05.04 Investment Appraisal 05.05 Understanding Accounts 05.06 Shareholder Value 05.07 Valuation
05.08 Strategic Cash Flow Management 05.09 Mergers and Acquisitions 05.10 Risk Management
Operations and Technology 06.01 Operations and Technology Express 06.02 Operating Globally
06.03 E-Processes
06.04 Supply Chain Management 06.05 Crisis Management 06.06 Project Management 06.07 Managing Quality 06.08 Managing Technology
06.09 Measurement and Internal Audit 06.10 Making Partnerships Work