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Management Training: Pillar 4 - Expert Facilitation

Management Training: Pillar 4 - Expert Facilitation

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There are four pillars to making successful leadership and management development programs. In this short article, Mitchell Phoenix explore the fourth pillar: facilitation. In doing so they explore how expert facilitation, rather than facilitation by experts, produces results.

Mitchell Phoenix are market leaders in providing innovative, results driven, leadership and management training programs across four continents.
There are four pillars to making successful leadership and management development programs. In this short article, Mitchell Phoenix explore the fourth pillar: facilitation. In doing so they explore how expert facilitation, rather than facilitation by experts, produces results.

Mitchell Phoenix are market leaders in providing innovative, results driven, leadership and management training programs across four continents.

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Published by: James Donnelly - Mitchell Phoenix on Oct 29, 2009
Copyright:Attribution Non-commercial

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07/21/2010

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www.mitchellphoenix.comLondon - New York - Singapore
The Four Pillars of Successful Management Development 
Pillar 4: Expert Facilitation
Expert Facilitation is not Facilitation by Experts
When choosing a leadership development programme, one may encountercourses which promise “facilitation by experts.” The experts will have abackground in a particular industry, and will draw on this background as theydevelop managers from the same industry on their programme.In this way, ex civil-servants will train other civil servants, ex manufacturingdirectors will instil leadership and management disciplines in those working inmanufacturing, ex-lawyers will develop other lawyers, and ex IT professionalswill inculcate “soft skills” in current IT professionals.When the development focuses around technical information, it is easy tounderstand why those with a background in a similar industry might bepreferable. Non-lawyers will have no grasp of technical aspects of law, non-ITprofessionals will know little about the technical issues facing those working atthe front line of IT.Where leadership and management attitudes and skills are to be developed, itis less clear why those with a particular industry background will be a usefulchoice. An impressive track record working in a certain industry only suggeststhat a person is expert at working in that particular field, rather than indeveloping others to do so. Further, the more impressive the track record, thestronger the hold it will exert over the person’s thinking. Hard-won experienceis even harder to relinquish. Yet anyone who wishes to develop widerunderstanding must do just that: let go of the particular, loosen their grip ontheir individual insights and begin to see further than their own autobiography.Developing and inspiring others is not the same as doing oneself, as footballerswho turn to management often discover. Who had a better track record than SirBobby Charlton? In terms of industry experience, of “been there, done it, gotthe medals to prove it,” at one stage he was peerless in the English game. Hismanagement career underlined the gap between doing oneself and mobilisingothers. For some this gap is easily bridged - Charlton’s peer Franz Beckenbauermanaged the German World Cup winning team of 1990. For others it provesimpossible to cross. (Charlton’s choice of subsequent activities shows how fasthe learned this, and how shrewd and adaptable he is.)

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