The Case for Leader Development

Effectiveness Development

Mentors agree that you can rely on a certain level of battle when it comes to identifying development opportunities and taking steps to shut the gaps resulting from those identified opportunities. Many of the teachers felt that it was often difficult to get managers to accept they will need development, let alone continuous development. When managers truly feel they have a long history of success, whether it is true or not, they feel that further Singapore Developer is not necessary, and, “If it’s not broken, don’t fix it. ”

Some managers could say, “I’ve been doing just fine. What’s your problem? ” and “I don’t need no stinkin’ development! inch

When managers feel that development is unnecessary, unless they are really forced, they won’t participate in any form of assessment, or they participate in the assessment and then immediately ignore the results (except for any “glowing” responses). As such, they probably read although don’t follow the recommendations resulting from their assessments. I have perhaps had executives ask me to remove the negative input to 360-degree assessments, because they felt the persons supplying the adverse input were “mistaken! ”

Resistance is especially prevalent in the event the recommended areas of development are linked to the “soft skills” connected with managing like:

Listening
Dialogue
Coaching
Empathy
Networking
Teaming, and
Listening without judgment.

Resistance to development is often cheaper when the recommended areas of development involve the more “technical” possibly the hard-skill aspects of a manager’s job like:

Software
Manufacturing changes
Finance and budgeting skills
Gaining industry know-how, and
Strategic planning.

When resistance is present, development isn’t going to occur unless the resistor reaches a level of irritation or performance that can no longer be tolerated.

Such discomfort appears out of the pressures of their environment like:

Boss
Staff
Recruiting
Poor production/customer indicators
Violations of basic policies, as well as
Serious complaints from direct reports to Human Resources.
Eliminating Resistance to Development

Most development resistors hold out until these people get told that they’ve:

Pushed the limit

Terminated requests to change, and
Now performance has crossed the queue.

If told that development is a requirement of keeping the employment, the manager finally complies. Unfortunately, complying and choosing are very different, and compliance without a development mandate can certainly translate into minimal improvement. Optimally, employing a mentor, or mentor is the approach to much better development and stronger development benefits.