… Well, this gives some answers, yet, why executives of the US companies are more successful than others in the world! – Mouaz.
I work with senior executives from all over the world with remarkably diverse industries, backgrounds, and cultures, yet it’s always a surprise to realise that their development needs are very similar. How can it be that a French CFO of a luxury goods company has the same management problems as a Kuwaiti operations manager? Or that a Japanese quality assurance manager has to deal with the same people issues as a German investment banker?
The answer is partly due to the fact that there is a fundamental human psychology and partly because globalisation has narrowed the gulf between cultures. But there is another underlying truth: despite the billions of dollars, euros, and yen invested in coaching and management development, remarkably few executives can be regarded as skillful managers. It’s my guess that the majority of managers with responsibility for large teams and significant businesses either do not possess the requisite skills of a manager — or they just don’t put them into practice. Why?
There are three main reasons. First, lack of time and pressure to deliver results make it almost impossible for executives to reflect, consider, and apply their new skills. Second, budget constraints can result in a lack of support and follow-through on the best intentions. Finally, behavioural change is difficult — it’s all too easy for a development plan to slip to the bottom of the to-do list.
With these thoughts in mind, I offer my clients a short and simple management development plan to get them going. After they have mastered these fundamental skills, we can move on to what I call the “higher order” skills that will transition them to leadership roles. There are three rules and five key development areas:
Commit to the plan for six months. Be prepared to check in with your coach or line manager on any changes you notice and any suggestions for tailoring your plan.
Trust that the plan will make your life easier and less complicated in the long run
Be open to experimenting — and have fun learning about yourself and others
It is your job to delegate as much as you possibly can: your ultimate goal should be to delegate everything, find a successor and move on to a bigger job. If you are having trouble letting go or trusting others, try to remember how it felt when you were given the first big challenge of your career. Did you relish the challenge? How did you approach it? Did you succeed? What did you learn about the job and yourself? How did it help you to move forward in your career?”
… Read the full article here: http://blogs.harvardbusiness.org/corkindale/2009/08/why_few_executives_are_skilful.html