Started reading 'Talent Masters' and it started off with an example of GE. That got me curious - not that I did not know about it, but have not read about the Crotonville (Jack Welch) center of late.
I found these two pieces, one from Wharton and one from HBR. Both are good reads, but more than that, the book and the above articles point to the fact which have been my theme in the recent past that 'Driving Change cannot be outsourced'. As a leader, as a manager, you have to get into it, be a part of the change driving process. That means, you need to be seen on the floor, leading, in the class, teaching, or coaching and mentoring. Without that, it will be, whatever proverbial equivalent you can think of.
The good part of it is 'students' seeing their leaders lead from the front, teaching, interacting and so - which is obvious, but it also helps leaders 'see' the next gen leader and become more aware of their own style and get a peek into what people are saying.
And it allows David and other senior managers to take the time to reflect on their own leadership styles — an opportunity that they rarely get in the regular rhythm of their jobs.
David, like other leaders, uses this as a listening post — a venue to capture what’s happening around the company and the world in an encapsulated way…with Crotonville providing the opportunity to listen, test, validate, and absorb on the one hand, and to share, push, elaborate, and support the students on the other. [HBR]
And that is the part leaders often fail to see - that spending time with the upcoming leaders is immensely rewarding for themselves as well. And it has significant takeaways.
I found these two pieces, one from Wharton and one from HBR. Both are good reads, but more than that, the book and the above articles point to the fact which have been my theme in the recent past that 'Driving Change cannot be outsourced'. As a leader, as a manager, you have to get into it, be a part of the change driving process. That means, you need to be seen on the floor, leading, in the class, teaching, or coaching and mentoring. Without that, it will be, whatever proverbial equivalent you can think of.
The good part of it is 'students' seeing their leaders lead from the front, teaching, interacting and so - which is obvious, but it also helps leaders 'see' the next gen leader and become more aware of their own style and get a peek into what people are saying.
And it allows David and other senior managers to take the time to reflect on their own leadership styles — an opportunity that they rarely get in the regular rhythm of their jobs.
David, like other leaders, uses this as a listening post — a venue to capture what’s happening around the company and the world in an encapsulated way…with Crotonville providing the opportunity to listen, test, validate, and absorb on the one hand, and to share, push, elaborate, and support the students on the other. [HBR]
And that is the part leaders often fail to see - that spending time with the upcoming leaders is immensely rewarding for themselves as well. And it has significant takeaways.
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