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Managers spend 21% of their time developing direct reports according to CLC.  However, the CLC research indicates the more time a manager spent did not necessarily mean that they were more effective.  1 to 2 hours a week was enough. The CLC propose the solution for managers is a range of Manager-Led Development Activities: creating individual development plans, giving employees advice based on their own experiences, ensuring projects are learning experiences, passing along development opportunities and assessing development progress.

I would have to say this answer is too superficial.  Like me you are probably thinking you commissioned a piece of research to discover this!  There are many reasons why something so simple is not being done.  If you sit down with managers to understand why it’s not being done, then the real answer is there.  Once you have the tools such as individual development plans, none of which are rocket science there are prerequisites that need to be present.

  • An environment where managers are coached and supported to be effective managers
  • An environment that supports and recognises development
  • A culture of personal ownership of development so that it is a two way contract
  • A culture where sharing of knowledge and learning is rewarded, and the withholding of knowledge is not a mechanism to have power in a company.
  • Tools that facilitate the speed and ease of feedback, development opportunities and updates on progress at an enterprise level for large organisations.

The answer is to sit down with your employees and managers.  The Head of Personal Growth for Google illustrates how tackling the pre-requisite conditions are how you achieve development http://www.ted.com/talks/chade_meng_tan_everyday_compassion_at_google.html

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