Terrence SeamonPortfolio Manager

American Management Association

Management Development the AMA Way!

Peg PettingellInstructional Designer

American Management Association

Daniel TobinVice President

Instructional Design and Development American Management Association

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Thought Leader Perspectives

“The AMA Guide to Management Development by Daniel Tobin and Margaret Pettingell is a valuable resource full of best practices for uncovering management potential in your employees.”

—Ken Blanchard, co-author of The One Minute Manager

“Tobin and Pettingell have masterfully synthesized and integrated the complex and often confusing domain of management and leadership development.”

—Dave Ulrich, Professor, Ross School of Business

Daniel R. Tobin andMargaret S. Pettingell

The AMA Guide to Management Development

Some Business Challenges

Global perspectiveGenerational differencesTechnologyBasic skills

AMA Response:Develop competency modelMap AMA seminars to modelDetermine learning paths

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Audience

Training

Human Resources

Leadership

Four Levels of Management

Individual professionals

First-level managers

Mid-level managers

Functional managers

—Leadership Pipeline, Charan and Drotter

The Manager–Employee Relationship

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The AMA Management Development Competency Model

Example: Presentation Skills

Individual contributor – communicates to peers, boss, teamMid-level manager – communicates to employees, senior managementSenior-level manager – communicates to employee population, board of directors, stock analysts, etc.

Validation Survey

622 people

Half focused on an exceptional manager

Half focused on an average manager

Rated the 46 competencies

Ranked top 10 competencies

Highest and Lowest Rated Competencies by Managerial Effectiveness

Competency Mean*

Action Orientation 4.27

Customer Focus 4.25

Decision Making 4.18

Critical & Analytical Thinking 4.16

Building Trust & Personal Accountability 4.15

Results Orientation 4.15

Problem Solving 4.13

Self Confidence 4.10

Managing & Leading Change 4.10

Highest Rated Competencies for Exceptional Managers

Competency Mean*

Self Development 2.24

Managing People for Performance 2.25

Developing Top Talent 2.28

Emotional Intelligence 2.30

Interpersonal Savvy 2.31

Building Teams 2.32

Driving Innovation 2.32

Coaching 2.35

Motivating Others 2.36

Building Trust & Personal Accountability 2.37

Managing Conflict 2.38

Lowest Rated Competencies for Average Managers

* Mean ratings are based on the five-point effectiveness scale. Competencies in red are common across groups.

Top Competencies by Managerial Effectiveness*

Self Confidence 58%

Building Trust & Personal Accountability 45%

Critical & Analytical Thinking 41%

Building Teams 39%

Action Orientation 38%

Flexibility & Agility 37%

Time Management 32%

Managing People for Performance 31%

Creative Thinking 31%

Problem Solving 31%

Building Trust & Personal Accountability 46%

Managing People for Performance 44%

Building Teams 40%

Oral Communication 37%

Building Relationships 31%

Motivating Others 30%

Managing Conflict 29%

Time Management 29%

Flexibility & Agility 25%

Empowering Others 23%

Exceptional: Top Strengths Average: Top Development Needs

* Respondents rating Exceptional Managers were asked to select top strengths (no more than 10), whereas respondents rating Average Managers were asked to select greatest areas for improvement (no more than 10). Competencies in red are common across groups. 20

Greatest Differences between Exceptional and Average Manager Groups

Competency Mean Difference

Building Trust & Personal Accountability 1.78

Building Teams 1.75

Managing & Leading Change 1.70

Motivating Others 1.67

Managing People for Performance 1.66

Flexibility & Agility 1.62

Building Relationships 1.62

Interpersonal Savvy 1.61

Influencing 1.61

Empowering Others 1.61

Developing Top Talent 1.61

Self Development 1.60

Action Orientation 1.59

Statistically significant differences were detected between the Average and Exceptional groups for all 46 AMA competencies. However, the greatest mean differences were detected in competencies that focused on interpersonal relationships.

Uses of Competency Models

Selecting

Assessing

Developing

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The Manager–Employee Relationship

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Evaluation

Know expectationsKnow what to measure

Start with the end in mind!

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The Learning Contract

Part 1: Define Learning NeedsPart 2: Develop a Learning PlanPart 3: Apply Learning to Work and Measure Results

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The Learning Contract

Part 1: Define Learning NeedsPart 2: Develop a Learning PlanPart 3: Apply Learning to Work and Measure Results

Future of Management Development

Generation Y ( Millenials)

Know technologyLike to collaborateWant to continue learningHave a global perspectiveWant work/life balance

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Generation Y ( Millenials)

Know technologyLike to collaborateWant to continue learningHave a global perspectiveWant work/life balance

Future Perspectives

David Ulrich, University of Michigan

Marshall Goldsmith, Leading Executive Coach

Henry Mintzberg, McGill University

HR Responsibilities for Talent Management

Assisting succession planning

Identifying internal talent

Leading talent reviews

Planning developmental assignments

Coaching

Comparison of the Role of Trainer vs Learning Facilitator

Trainer

Focuses on the acquisition of knowledge and skills

Sees responsibility ending when the employee leaves the classroom

Measures success by how satisfied the employee is with the training experience

Facilitator

Focuses on the application of knowledge and skills to the job

Sees responsibility ending when employee completes the learning activity AND applies learning to work

Measures success by how effectively learning transfers to the job and makes positive difference in business results

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Daniel R. Tobin andMargaret S. Pettingell

The AMA Guide to Management Development

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Webcast Follow-ups: $200 discountFor Additional Training on This Topic, Consider these AMA Seminars :

Talent Management (#8116)Fundamentals of Human Resource Management(#8506)Successfully Managing People (#2295)The Effective Facilitator: Maximizing Involvement and Results (#2578)Kirkpatrick's Four Levels: Increasing Training Effectiveness Through Evaluation (#8532)

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