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Developing senior managers is different to other management development for the following reasons:

  1. They are usually sensitive to their senior status
  2. They prefer development to training or learning
  3. There are fewer of them than other groups
  4. They are often isolated and lack peer group to talk to
  5. They often need highly refined political skills
  6. They often have problems understanding the difference between operational and strategic issues
  7. They often have a poor understanding of the difference between Leadership and Management

Our task is to address these issues.

However, once engaged they can help drive a learning culture throughout their own organisation - this means increased performance and productivity.

By senior managers we mean those managers that operate at Board level or just below, and especially where the individual has major strategic responsibilities.

Board Director Development

Before we put together a development programme we shall need to know the answers to the following:

  1. Is the board performing at its optimum?
  2. Are standards and goals set?
  3. How are underperforming directors identified?
  4. How can the capability of the board be measured?
  5. What level of competence should the board have?
  6. How is the board benchmarked against others?
  7. How does the board match against Institute of Directors Standards?
    • Legal Duties and Liabilities
    • Tasks of the Board and Indicators of Good Practice
    • Knowledge and Skills
    • Board Effectiveness

Once these questions have been answered we can offer a wide range of services to meet the needs:

  1. Mentoring
  2. Coaching
  3. Board away days
  4. Develop Performance Review system
  5. Peer feedback support by a facilitator
  6. Board Development Programme

Senior Manager Development

Development is a complex process of professional and personal growth, of acquiring and increasing knowledge, experience and skills and of enabling personal qualities to mature.

One key consideration is that often in–house HR department professionals are not seen as credible to assist in the development of senior managers. They probably have a role in brokerage but often an external consultant can have a greater impact in providing the necessary stimulus.

Before we put together a development programme for any of the senior managers we would need to complete a development review with the individual manager and where appropriate their line manager.

Once the review is complete and needs assessed we can put together a tailored programme which could include the following methods:

  1. Mentoring
  2. Coaching
  3. Learning groups
  4. 360º feedback
  5. Shadowing
  6. E-learning
  7. Formal training courses

Management Development

To manage people effectively the manager will need to use both management skills and leadership ability. The challenge lies in applying both types of skills appropriately in a given situation to deliver a successful outcome.

Our definition of management development is concerned with the entire structure process by which managers learn and improve their skills.

The techniques used for management development are wide and varied and too numerous to explain in detail.

Our task is to identify the needs of the manager and then design appropriate management development programmes to meet the needs.

Although people skills are a key element of management, formal training interventions are rarely good at producing improvements in interpersonal skills.

Before we put together a development programme for one or more managers we shall need to complete a development review with the individual managers and where appropriate their line manager.

Once the review is complete and needs assessed we can put together a tailored programme which could include the following methods:

  1. Competency analysis and improvement framework
  2. Coaching, counselling and mentoring
  3. Action learning
  4. Project working
  5. Secondments
  6. Performance and Development Reviews
  7. Development Centres
  8. 360º feedback
  9. Succession planning
  10. Formal training courses
  11. Outdoor development
  12. E-Learning
  13. Management education