Using the Company as the Classroom
Job assignments that provide the critical lessons managers and executives need to be successful may be more valuable than formal training
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Examples of what CCL found to be the best developmental jobs, and some of the skills they help build, are listed here:
1. Change Manager: A change manager leads an important effort to change or implement something of significance, such as restructuring a business or leading the cultural integration of an acquisition. Managing complex change develops the ability to motivate others and deal with ambiguity.
2. Turnaround/Fix-it: Here the job is about the last chance to clean up a mess; usually accompanied by serious people issues and morale problems. Fix-its build both strategic and conflict-management skills.
3. Startups: With startup assignments, the person is starting something new, whether it involves building a team or creating new systems, facilities, or products. Startup assignments teach innovation and skills for identifying vision and values (visioning).
4. Staff-to-Line or Line-to-Staff Shifts: Moving from a staff assignment to a job with an easily determined bottom line builds business acumen and planning skills. Shifting from line responsibility to a highly visible staff function develops organizational agility and personal adaptability.
5. International Assignments: These are defined as first-time assignments of a year or more outside the leader's home country. An international job assignment usually involves new language, new business rules, and different cultural norms. These assignments teach perspective and interpersonal savvy.
6. Member of Projects/Task Forces: While much of the work in today's flatter organizations can be classified as project work, this type of job assignment specifically relates to membership in a group with an important and specific goal, working with a high-visibility sponsor on a tight deadline. Here, workers develop problem-solving and priority-setting skills.
7. Significant People Demands: A sizable increase in either the number of people managed or the complexity of people-challenges characterize this job. To achieve results, the leader must increase skill level in people-management competencies such as delegation, managing and measuring work, and informing.
The lessons and experiences found in these types of jobs build skills across many key competencies and equip managers and executives for future success. Starting with these as a baseline, organizations can determine which jobs offer the most developmental horsepower for their particular business, considering criteria like a) what the job requires and will therefore teach in the way of skills; b) what the person can learn about the business; and c) what new challenges the job will provide.
Once identified, these are the jobs that should take center stage in the development planning process. By channeling some of the development resources earmarked for training to a focused job assignment strategy, organizations will get real work done and do right by their leaders by providing them opportunities to develop differentiating skills. Only by using the company as the classroom can average leaders become legendary.
My thought
Here is the way that average leaders can become legendary. It's to use the company as the classroom. Nowadays, a lot of company do learning teaching program for their employees, but the article shows that this way is ineffective. If I use the company, that is the job, as the classroom, I can make the employees be more capable and my company can get more good results. I think it's very important. The most valuable asset of the company is people, that is the workers, nor the real estate neither the brand or something. If we make the working environment to be like this, I think that we can take really valuable one to our company and to our managing. Let's think new way. We can save cost to teach workers. And we can get better effect of learning skills and knowledge. Why not use this really awesome method?
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