David
In response to your question (1):
>
>1) Executives are infamous for paying passionate lip service to T&D and
>not looking after their own requirements. I'm a firm believer that
>development is a series of subtle interventions supported over time by
>immediate supervisors and NOT a series of "events". However, how do
>you engage executives who feel their "beyond all that stuff"?
>
You might try suggesting that they lead by example. As a training officer
on a navy ship, the hardest people to get to do firefighting training were
the CO, XO and other senior officers. I would bluntly point out that they
needed to lead the way. It sometimes worked.
WRT to question (2):
>2) Developing non-performers wrt management competencies is easy
>(well relatively). What is a more complex situation is how do you offer
>assistnance to the stars who want to keep growing? I have one VP who
>has adopted time management, Covey type leadership and Blanchard
>type techniques. What's next on the development path for someone like
>this?
Have them develop seminars for others in your organization. I live by the
thought that:
" to teach is to learn twice"
This could be a very subtle of continuing their development without them
even realizing what you are doing. Let me know if either of these work if
you use them.
Glenn
W. Glenn Rowe
Faculty of Business Administration
Memorial University of Newfoundland
St. John's, NF, Canada, A1B 3X5
709 737 4363
709 737 7999 (Fax)
ASAC 97 is being held in St. John's, Newfoundland, Canada from May 31 to
June 3, 1997. St. John's is the oldest city in North America and is only 8
miles west of Cape Spear, the most easterly point of North America. Come
join us at ASAC 97 and help us celebrate the 500th anniversary of the
arrival of John Cabot to Newfoundland in 1497.