The future of management development processes within organisations. What's working) What isn't? What needs to change? Subject of a key note address at IFTDO conference in Dubai, March 2008,

1. Management Development - defined pathway, or - yellow brick road? Bob Selden, author “What To Do When You Become The Boss”

12. ©2009 Bob Selden author “What To Do When You Become The Boss” www.nationallearning.com.au Cognitive Skill Requirements Interpersonal Skill Requirements Business Skill Requirements Strategic Skill Requirements Mumford T., Campion M., Morgeson F. The Leadership Quarterly V18 N2 2007 Skill Requirements Strataplex Junior level Mid level Senior level

15. What are the implications for management development personnel?

19. What now for our management development challenge?

20. 1. A process not an event Firstly, management development must be seen as a defined “pathway” , not a series of unrelated events

22. 3. Encourage leadership development Thirdly, managers need to be shown how to design, develop & implement leadership output strategies (the 4 conditions) within their workplace that will encourage others to follow them .

23. 4. Ownership Finally, the Management Development Pathway must be transparent and owned by the people that matter most – the managers .

24. Management Development “L earning is about seeing things from a different perspective. My role is to help people improve their vision. ” Bob Selden, author “What To Do When You Become The Boss”