Capstone 11 09 developing the individual

Developing the Individual Tony Grundy and Laura Brown ■ Fast-track route to a proactive, individually tailored approach to personal development as a long-term strategy with measurable payback ■ Covers options for development including formal training and on- the-job learning, as well as diagnosing development needs, developing and evaluating options, and evaluating the return on development and Hewlett-Packard ■ Includes a comprehensive resources guide, key concepts and thinkers including Chris Agyris and Peter Senge, a 10-step action plan for developing the individual, and a section of FAQs 11.09 TRAINING & DEVELOPMENT ■ Case studies from The Dowty Group, Mercury Communications Developing the Individual Tony Grundy and Laura Brown ■ Fast-track route to a proactive, individually tailored approach to personal development as a long-term strategy with measurable payback ■ Covers options for development including formal training and on- the-job learning, as well as diagnosing development needs, developing and evaluating options, and evaluating the return on development and Hewlett-Packard ■ Includes a comprehensive resources guide, key concepts and thinkers including Chris Agyris and Peter Senge, a 10-step action plan for developing the individual, and a section of FAQs 11.09 TRAINING & DEVELOPMENT ■ Case studies from The Dowty Group, Mercury Communications Copyright  Capstone Publishing, 2003 The right of Tony Grundy and Laura Brown to be identified as the authors of this book has been asserted in accordance with the Copyright, Designs and Patents Act 1988 First Published 2003 by Capstone Publishing Limited (a Wiley company) Newtec Place Magdalen Road Oxford OX4 1RE United Kingdom http://www.capstoneideas.com All Rights Reserved Except for the quotation of small passages for the purposes of criticism and review, 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, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London W1T 4LP, UK, without the permission in writing of the Publisher Requests to the Publisher should be addressed to the Permissions Department, John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex PO19 8SQ, England, or emailed to permreq@wiley.co.uk, or faxed to (+44) 1243 770571 CIP catalogue records for this book are available from the British Library and the US Library of Congress ISBN 1-84112-450-8 Printed and bound in Great Britain by T.J International Ltd, Padstow, Cornwall Wiley also publishes its books in a variety of electronic formats Some content that appears in print may not be available in electronic books Websites often change their contents and addresses; details of sites listed in this book were accurate at the time of writing, but may change Substantial discounts on bulk quantities of Capstone Books are available to corporations, professional associations and other organizations For details telephone Capstone Publishing on (+44-1865-798623), fax (+44-1865240941) or email ( info@wiley-capstone.co.uk ) Contents Introduction to ExpressExec 11.09.01 11.09.02 11.09.03 11.09.04 11.09.05 11.09.06 11.09.07 11.09.08 11.09.09 11.09.10 Introduction Definition of Terms Evolution In Practice The Global Dimension The State of the Art Success Stories Key Concepts and Thinkers Resources Ten Steps to Making it Work Frequently Asked Questions (FAQs) Index v 11 23 35 43 53 73 99 123 135 139 141 Introduction to ExpressExec ExpressExec is a completely up-to-date resource of current business practice, accessible in a number of ways – anytime, anyplace, anywhere ExpressExec combines best practice cases, key ideas, action points, glossaries, further reading, and resources Each module contains 10 individual titles that cover all the key aspects of global business practice Written by leading experts in their field, the knowledge imparted provides executives with the tools and skills to increase their personal and business effectiveness, benefiting both employee and employer ExpressExec is available in a number of formats: » Print – 120 titles available through retailers or printed on demand using any combination of the 1200 chapters available » E-Books – e-books can be individually downloaded from ExpressExec.com or online retailers onto PCs, handheld computers, and e-readers » Online – http://www.expressexec.wiley.com/ provides fully searchable access to the complete ExpressExec resource via the Internet – a cost-effective online tool to increase business expertise across a whole organization vi DEVELOPING THE INDIVIDUAL » ExpressExec Performance Support Solution (EEPSS) – a software solution that integrates ExpressExec content with interactive tools to provide organizations with a complete internal management development solution » ExpressExec Rights and Syndication – ExpressExec content can be licensed for translation or display within intranets or on Internet sites To find out more visit www.ExpressExec.com or contact elound@wileycapstone.co.uk 11.09.01 Introduction » » » » » The context Strategies for developing the individual Value added by individual development Individual development and breakthrough theory Summary DEVELOPING THE INDIVIDUAL THE CONTEXT Even before the recession of the early 1990s, managers were becoming more alert to the need to take more control and to have more influence over their development Previously, there was more emphasis on the individual’s organization as the primary guardian of development For example, when one of the authors worked for the British oil company BP in the early 1980s, each new manager had a program of development laid out for them, in keeping with the organizational hierarchy as it was then At that time, self-development was not on the radar map For example, the very idea of deciding to put oneself on a master of business administration (MBA) course was almost unthinkable One of the authors used to joke of the hierarchy: ‘‘By the time I get into a really senior position at BP and get a company car, I will probably have to drive a Reliant Robin.’’1 Since then, organizations and careers have changed and become far more uncertain, generating a surge of interest in individuals driving their own development From the mid-1990s onwards, there has been a rapid increase in the growth of public courses (especially short courses, meaning that managers not have to catch up on too much work when they go back) These changes have mixed benefits and costs; as we will argue in Chapter 7, successful individual development is often accompanied by organization-wide support for learning Although a broad range of developmental strategies for the individual exists – namely courses (such as MBAs), projects, secondments, coaching, and monitoring – the default solution is very often still the training course In many ways this is a pity, because it is not always the case that training generates significant learning; such learning should produce a real change in capability and in action, thus developing the individual Indeed, the very notion that everyday work presents one of the best possible developmental activities seems to have gone by the board Don’t get us wrong, courses have their own role to play Especially at the start and in the early–middle phases of a career, it is useful to digest sufficient mental frameworks and maps to be able to deal with complex issues easily and quickly – and, above all, with confidence 132 DEVELOPING THE INDIVIDUAL Lorange, P & Roos, J (1992) Strategic Alliances: Formation, implementation, and evolution Blackwell Business, Oxford (The European alliance gurus give an excellent account of alliance strategy.) Marketing Doyle, P (1994) Marketing Management and Strategy Prentice Hall, London & New York (An excellent book on the strategic aspects of marketing.) Kotler, P (2000) Marketing Management, 10th edn Prentice Hall International, London (The classic textbook on marketing.) Creativity and innovation Dyson, J (1997) Against the Odds: An autobiography Orion Publishing, London (How Dyson wrestled UK market leadership from Hoover through product/market innovation.) Turner, S (2002) Tools for Success McGraw-Hill, London (A good guide to a variety of techniques for solving management problems.) Operations Andersen, E.S., Grude, K.V., Haug, T., & Gibbons, T (1987) Goal Directed Project Management Kogan Page, London (A thorough workbook on the project management process.) Evans, P & Wurster, T.S (2000) Blown to Bits: How the new economics of information transforms strategy Harvard Business School Press, Boston (The role of the Internet in operations strategy.) Grundy, A.N & Brown, L.B (2002) Strategic Project Management: Creating organizational breakthroughs Thomson Learning, London (How strategic projects can be managed.) Hammer, M & Champy, J (1993) Re-engineering the Corporation: A manifesto for business revolution Nicholas Brealey Publishing, London (The textbook on business process re-engineering.) RESOURCES 133 Organization Holbeche, L (1999) Aligning Human Resources and Business Strategy Butterworth-Heinemann, Oxford (Developing HR strategy.) Ulrich, D & Lake, D (1999) Organizational Capability: Competing from the inside out Wiley & Sons, New York (An alternative view of competitive advantage using internal competencies to deliver superior value.) Leadership and personal skills Adair, J (1986) Effective Teambuilding Gower, Aldershot (A simple account of team-building.) Downey, M (1999) Effective Coaching Orion Business Books, London (A practical guide on how to coach.) Hooper, A & Potter, J (1997) The Business of Leadership: Adding lasting value to your organization Ashgate Publications, Aldershot (A useful overview of leadership.) NOTES Armstrong, M (1991) A Handbook of Personal Management Practice Kogan Page, London 11.09.10 Ten Steps to Making it Work 10 Diagnose the present Image the future and create a stretching vision Prioritize competency gaps Focus on a small number of breakthroughs Target the value added Manage the interdependencies Invest in sufficient consolidation Get two for the price of one Think laterally about the options Development is ongoing and forever 136 DEVELOPING THE INDIVIDUAL INTRODUCTION In this very short chapter, we give you ten quick high-level pointers on how value can be added by individual development DIAGNOSE THE PRESENT Before looking at training solutions, you first need to understand what competencies exist or add value, and identify where and why there are gaps (e.g by using fishbone analysis – see Chapter 4) IMAGE THE FUTURE AND CREATE A STRETCHING VISION But more important, in many ways, is the need to think about where you as an individual (and your organization too) might be in the future This involves imaging the future – in perhaps two, three, five, or even ten years’ time – and doing some stretch-thinking on what might actually be possible PRIORITIZE COMPETENCY GAPS Each competency gap should be appraised in terms of how weak one is at the specific competency and how important the competency actually is, both now and in the future FOCUS ON A SMALL NUMBER OF BREAKTHROUGHS Once you have reached this stage, it is crucial to segregate competencies for development into breakthroughs (no more than three at any specific time) and those for development into continuous improvements TARGET THE VALUE ADDED This book highlights that it is actually possible to put a targeted financial value, albeit indicative, on what the benefits of individual development might be TEN STEPS TO MAKING IT WORK 137 MANAGE THE INTERDEPENDENCIES Training and development not add value in isolation, but require alignment with performance management, career development, and on-the-job activities and challenges INVEST IN SUFFICIENT CONSOLIDATION Much learning and development is wasted because of learning decay resulting from a lapse of time or a lack of practice Courses, in particular, are inefficient vehicles of development unless follow-up activity is planned and actually performed GET TWO FOR THE PRICE OF ONE Try to get both learning and business benefits simultaneously This not only yields indirect spin-offs but also reinforces the learning THINK LATERALLY ABOUT THE OPTIONS Training and development can be accomplished by a considerable range of options Often options are selected by default, and this is unlikely to be particularly efficient or effective 10 DEVELOPMENT IS ONGOING AND FOREVER Development is absolutely not something to just at the early to middle stages of your career It needs to go on forever, otherwise you might as well begin your retirement plans in earnest! CONCLUSION With these ten steps in mind, we hope you can grasp that every second in management is a learning moment, and not just a doing 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 138 DEVELOPING THE INDIVIDUAL 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 and Q2: What are the options for individual development, and how they compare? A: See Chapters and Q3: What are the key concepts in individual development, and what they mean? A: See Chapters and Q4: What is the return on individual development training? A: See Chapters and Q5: What does individual development mean in a global context? A: See Chapter 140 DEVELOPING THE INDIVIDUAL Q6: How you define what business you are in? A: See Chapter Q7: What are your key sources of personal competitive advantage, and how can you develop these? A: See Chapter Q8: How might you formulate and evaluate a strategy for your career? A: See Chapter Q9: How would you stage a learning intervention to develop a group of individuals? A: See Chapter Q10: How individuals learn most effectively, and what are the different forms of learning? A: See Chapters 1, 3, and 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, added-value test 55–6 AID see attractiveness 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, 129 142 DEVELOPING THE INDIVIDUAL 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 Honey, Peter 108–11 92–7 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 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 79 139–40 INDEX 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 92–7 143 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 64–5 144 DEVELOPING THE INDIVIDUAL 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 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 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 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 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 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 Organizations 07.01 Organizations Express 07.02 Global Organizations 07.03 Virtual and Networked Organizations 07.04 Culture 07.05 Knowledge Management 07.06 Organizational Change 07.07 Organizational Models 07.08 Value-led Organizations 07.09 The Learning Organization 07.10 Organizational Behavior Life and Work 10.01 Life and Work Express 10.02 Working Globally 10.03 Career Management 10.04 Travel 10.05 Flexible and Virtual Working 10.06 Lifelong Learning 10.07 Body Care 10.08 Free Agency 10.09 Time Management 10.10 Stress Management Leadership 08.01 Leadership Express 08.02 Global Leadership 08.03 E-Leaders 08.04 Leadership Styles 08.05 Negotiating 08.06 Leading Change 08.07 Decision Making 08.08 Communication 08.09 Coaching and Mentoring 08.10 Empowerment Training and Development 11.01 Training and Development Express 11.02 Global Training and Development 11.03 E-Training and Development 11.04 Boardroom Education 11.05 Management Development 11.06 Developing Teams 11.07 Managing Talent 11.08 Developing and Implementing a Training and Development Strategy 11.09 Developing the Individual 11.10 Managing Training and Development Finance People 09.01 People Express 09.02 Global HR 09.03 E-People 09.04 Recruiting and Retaining People 09.05 Teamworking 09.06 Managing Diversity 09.07 Motivation 09.08 Managing the Flexible Workforce 09.09 Performance and Reward Management 09.10 Training and Development Sales 12.01 12.02 12.03 12.04 12.05 12.06 12.07 12.08 12.09 12.10 Available from: www.expressexec.com Sales Express Global Sales E-Sales Complex Sales Account Management Selling Services Sales Rewards and Incentives FMCG Selling Customer Relationships Self Development for Sales People Customer Service Department John Wiley & Sons Ltd Southern Cross Trading Estate Oldlands Way, Bognor Regis West Sussex, PO22 9SA Tel: +44(0)1243 843 294 Fax: +44(0)1243 843 303 Email: cs-books@wiley.co.uk [...]... moves We now turn to strategies for developing the individual, and then go on to consider the value added by individual development 4 DEVELOPING THE INDIVIDUAL STRATEGIES FOR DEVELOPING THE INDIVIDUAL There are a number of strategies for developing the individual, some of which have already been touched upon These include: » » » » » » » » » » » » » » » » on -the- job development; in-company training; public... and the early 1980s 11. 09. 02 Definition of Terms » » » » » » » » » Introduction Training Development Learning The learning organization Competencies Gap analysis Training needs analysis Summary 12 DEVELOPING THE INDIVIDUAL INTRODUCTION In this chapter, we run through some of the most important terms used in the field of individual development These include: » » » » » » » training development learning the. .. each and every individual We will be going on to this at a more detailed level in Chapter 4 But, at a more generic level we can still characterize these strategies for individual development (Table 1.2) Ideally, the individual should pick from the most appropriate of these opportunities, depending upon their situation For instance, if they are seeking exposure to other companies’ thinking, then a public... specific skills, either off the job or on the job.’’ Training can either be a group or an individual activity, depending on the situation The advantage of group training is that social interaction will: » provide a stimulus to the individual to learn how to perform better; » provide some performance benchmarks that will give feedback on whether performance has improved or not; » facilitate the learning of... 18 DEVELOPING THE INDIVIDUAL upon a time seemed to do the job Tesco, for example, has avoided the term competencies and adopted success factors instead, thus making sure that they make sense to their primary users – the line managers Unfortunately, the word competency does seem to be rather technical and may suggest more complexity than is actually needed This, in turn, might lead HR staff (or the. .. evolution of individual development is represented as a timeline in the box below Further information on the key concepts and thinkers mentioned in the timeline can be found in Chapter 8 A TIMELINE SHOWING THE EVOLUTION OF INDIVIDUAL DEVELOPMENT » 1960s: MBAs prove very popular in the US, and business schools are founded in the UK and Europe » 1971: David Kolb maps out the learning cycle for the first time... are highly complex skill sets, it is nevertheless likely that perhaps 20% of these competencies are the areas where the biggest gaps exist Of these areas, maybe 20% are of the greatest importance This complexity can be dealt with by focusing on the resulting 4% of competencies where there are big gaps that are also the most important gaps (This is to take the Pareto principle – that 20% of things by... CocaCola, the British financial services group Prudential, and the British supermarket chain Tesco The pragmatic school There is a strong argument for the pragmatic school, given that the existing culture and mindset of most organizations is focused on shortterm performance delivery This means that existing management agendas are very much focused on doing rather than learning Hence, the idea of the learning... important therefore that the individual creates their own developmental mix, rather than getting sucked into the question of ‘‘What training should I ask for?’’ This learning and development should be focused primarily on a small number of learning and development breakthroughs (a maximum of three if success is to be had) NOTES 1 The Reliant Robin was a three-wheeled economy car popular in the UK in the. .. entails spending a day or two with a manager in another industry Mentoring is an internal process and works well if there is a close trust between the mentor and the manager, and if the mentor is highly 6 DEVELOPING THE INDIVIDUAL Table 1.3 An overview of learning and development projects Projects Advantages Group learning projects More learning in teams Individual learning projects Real strategic change ... strategies for developing the individual, and then go on to consider the value added by individual development 4 DEVELOPING THE INDIVIDUAL STRATEGIES FOR DEVELOPING THE INDIVIDUAL There are a number... 11.09. 01 11.09. 02 11.09. 03 11.09. 04 11.09. 05 11.09. 06 11.09. 07 11.09. 08 11.09. 09 11.09. 10 Introduction Definition of Terms Evolution In Practice The Global Dimension The State of the Art Success... elound@wileycapstone.co.uk 11.09. 01 Introduction » » » » » The context Strategies for developing the individual Value added by individual development Individual development and breakthrough theory