Describes three of the situations in which a manager can be helped to learn by others – problem solving, using networks, colleagues. States that the reason so many so‐called learning opportunities are not effective is because they are not managed. Takes six helpers – boss, grand boss,...

Little has been written about developing directors and even less about how to integrate learning on a formal programme with learning through work itself. New research on learning from experience is reviewed and the four approaches which were found to have been used by directors are described....

Three different aspects of effectiveness in management development are drawn together: effective managerial behaviour, effective learning processes and development processes emphasising effectiveness.

Too little attention has been paid to the central process — learning — necessary for managerial skills to be developed. The article describes the techniques and processes used by the few people who give explicit attention to helping managers to improve their learning skills. It describes...

The article examines the results of a major survey of the processes of developing effective managers. The questionnaire‐based analysis was conducted by the International Management Centre from Buckingham and involved 144 directors. Individual directors were asked to describe the processes...

Some attention is at last being paid to the subject of how to help people, especially in my case managers, to learn how to learn effectively. It is not part of my purpose to argue again why so little attention seems to have been paid to the needs of the learner in the past, and why a change of...