Replying to LO26858 --
3M design such a course; my memory (3 years old so others can correct me
if wrong): number 1 thing is training to adopt a multidisciplinary
leadership understanding/listening rather than deep silo expertise
(usually what has got someone up the ladder to date)
Today, I'd add to this - competences on Managing Interactively where Mary
Boon's book of this name is primary for me.
And here (my professional bias) if your company is competing in worldwide
markets, then intangibles/brand/relationship capital these days explain
the vast majority of your future growth potential - see eg
http://www.normanmacrae.com/brand_as_value_exchange/sld001.htm for a
starter on this , which will become my 3 book on brand/intangibles
learning/leadership
chris macrae, email wcbn007@easynet.co.uk
author "Brand Chartering-how brand organisations learn living scripts"
(1996) and "World Class Brands"(1991)
http://www.egroups.com/group/melnet2
> I am getting ready to begin the design of a leadership program in our
> organisation. Before I do this, I would like to identify the competencies
> that a supervisor needs to have. Most likely, I will have to identify the
> stars in the organization and see what makes them successful. ..snip..
--"Chris Macrae" <wcbn007@easynet.co.uk>
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