|
ON MANAGERIAL TALENT: SKILLS RECOGNITION
AND DEVELOPMENT
Some managers are more successful than others
in managing people, projects, and organizations. Talented managers provide
a tremendous competitive advantage to their organizations. Is there a
secret behind high performance management? What is behind the managerial
talent? Can managerial ability be developed, and if yes, then how and to
what extent? What do well-known and highly successful managers have in
common? This workshop will serve as a comprehensive resource on all aspects
of managerial talent.
PROGRAM CONTENT
What is it?
·
Who is a talented manager?
·
On a difference between management and
leadership
·
What do talented managers, both in public
and private sectors have in common?
·
Transferability of managerial talent across
a variety of domains
What Are Critical Ingredients of
Managerial Talent?
·
That unique vision thing
·
Rely on strengths, compensate for
weaknesses: metacognitive abilities
·
Trust your intuition: extracognitive
capabilities
·
Be wise: dialectical capacities
·
Optimism is desirable
How to Identify, Develop, and Keep
Talented Managers in Your Organization
How Talented Managers Build Effective
Teams: Successful HR Strategies
·
HR planning
·
Performance appraisal
·
Recognition systems
·
Career management
How Talented Managers Run Teams: A Legacy
of Famous Managers
·
Have fun: when, why, and how?
·
Empower team members: the working practices
·
Grant freedom in work
·
Reward the team as a whole
. . . and more strategies
How Talented Managers Lead Projects: The
Best Practices from Well-Known Managers
·
Find the right people: how and where
·
Match people with the right tasks
·
Provide constant feedback
·
Concentrate on execution: working
metacognition
·
Do more with less: creativity in action
. . . and more practices
How Talented Managers Run Organizations:
Working Approaches of Great Managers
·
Build a good team of senior managers (Andy
Grove and Intel)
·
Delegate them power (Adam Osborne)
·
Execute on promises (Richard Branson and
Virgin Group)
·
Overdeliver (Michael Dell and Dell Computer
Corp.)
·
Do not use all opportunities (Michael Dell
and Dell Computer Corp.)
·
Avoid micro-management (Larry Ellison and
Oracle Corp.)
·
Establish multiple mechanisms for search of
managerial talent (Akio Morita and Sony)
. . .
and more approaches
Summing-up ‘Know-Hows’ of Managerial
Talent
WHAT YOU WILL LEARN
- What
ingredients constitute managerial talent
- How
talented managers manage teams, projects, and organizations
- How
to assess managerial talent
- How
to identify and develop your managerial talent
- Where
and how to find potential managerial talents
- What
conditions are necessary and sufficient for making managerial talents
in your organization flourish
- How
to keep managerial talents in your organization
- How
to manage talented managers
- How
to deal with your less talented colleagues-managers and top management
WHO SHOULD ATTEND
- Individuals
wishing to have a successful career in the public or private
organizations
- Executives
with an interest in developing their managerial talents
- Project
managers or teams leaders wishing to maximize return on teamwork
- Top
talent identified for development as per succession plans
- Managers
who are promotable
- Directors
with increased responsibilities or expanded roles
- Managers,
experienced or new, who want to develop their leadership competencies
- Recruiting
or staffing officers who want to ensure the hiring of top talent
- HR
planners, managers, or generalists
- Politicians
wishing to improve their managerial abilities
- Any
person who wants to climb the ladder in the administrative hierarchy
|
