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Managers and executives do not typically become more effective as the result of a single training program or other intervention. Rather, development requires a range of ongoing and integrated activities. Drawn from CCL's «Tools for Developing Successful Executives» program, the six-step model described in this report provides the basics for designing a system that works. The steps, each covered in its own section, range from «Find and use organizational support for creating a process» to «Define and communicate the critical role of the manager.» The sections contain commonsense information about the issues to consider when designing a development system plus numerous practical examples.

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On-the-job experiences are crucial for managerial development, and managers learn the most when they approach them with a variety of learning tactics. Of the four most commonly used tactics – feeling, action, thinking, and accessing others – people typically employ only one or two, thus limiting their learning and eventually their performance. This guidebook describes the four tactics in detail, giving examples of how they can be used. It also provides information on how to identify preferred tactics and how to develop nonpreferred ones.

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