It is commonly known that when it comes to effective development of people, training courses (either in-house or outside) are only a small part of a much bigger picture. Generally speaking, corporations nowadays spend only about 10% of their staff development time and resources on classroom training. Another 20% goes to coaching and mentoring, while action-based learning accounts for 70% of skill development.
When running a leadership development programme, I prefer to provide participants with an assignment that will help them to really take action in order to move them out of their comfort zone and enable them to be more capable managers. To demonstrate this in a practical way, let me share with you the case of an organisation for which I am currently conducting a programme. It is a major Thai firm that has several operational bases abroad. Besides Thai executives from both local and international offices, the participants in the leadership programme include executives from Asean and China.
Practical methodology: Because we want the major part of the assignment to be an action-based programme, the learning methodology consists of four activities.
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