Management Development Strategy: The Training Manager Was Re ✓ Solved

Management Development Strategy: The training manager was re

Management Development Strategy: The training manager was requested to revitalize the management development strategy. While doing this task the executive level leaders must be included in this task. In this report, discuss the components of alternatives for employee development, considerations for management development, role of executive coaching and mentoring in management development, and the succession planning process and its relationship to management development.

Paper For Above Instructions

Introduction and framing. Effective management development is a strategic lever for aligning leadership capability with organizational goals. Rather than treating development as a one-off training event, modern programs integrate on-the-job experiences, deliberate practice, mentoring, coaching, and formal learning to cultivate both managerial competence and leadership capacity. When executive leaders are actively involved, development efforts gain legitimacy, resources, and strategic priority. This paper discusses four core areas: alternatives for employee development, considerations for management development, the role of executive coaching and mentoring, and the succession planning process and its relationship to management development. The discussion draws on established guidance from reputable sources and synthesizes best practices for contemporary organizations (Heathfield, 2016; SHRM, 2015; CIPD, 2019; Brigg & Thresette, 2013; CCL, 2010; August, 2017; McKinsey, 2014; HBR, 2016; WEF, 2020; Conger & Fulmer, 2003).

Alternatives for Employee Development

Employee development should be conceived as a holistic portfolio of opportunities that deliberately expands an individual’s skills, knowledge, and readiness for future roles. On-the-job learning—through stretch assignments, job rotation, challenging projects, and cross-functional work—often creates the most durable transfer of learning to the workplace, because it situates new skills in real business contexts (SHRM, 2015). Structured mentorship and coaching provide guidance, feedback, and psychosocial support that accelerates development, particularly for aspiring leaders navigating complex organizational dynamics (Brigg & Thresette, 2013). Formal training programs—whether instructor-led or digital—can introduce foundational concepts, frameworks, and tools, but work best when integrated with practical application and performance goals (Heathfield, 2016). The 70-20-10 principle, which posits that 70% of learning comes from experiential work, 20% from social interactions, and 10% from formal training, offers a useful heuristic for designing a balanced development mix and informing budget allocations (McKinsey, 2014). Employees should be supported in sustaining lifelong learning through reflective practice and access to learning resources that align with organizational strategy and individual career paths (CIPD, 2019).

Implementation considerations include gaining executive sponsorship to ensure alignment with strategic priorities, communicating clear objectives and success criteria, and creating development plans that account for different career tracks and succession needs (SHRM, 2015). Understanding employees’ values, motivators, and preferred learning styles improves engagement and retention and helps tailor development activities to produce observable improvements in performance and readiness (Heathfield, 2016). In practice, a diversified development portfolio reduces risk of stagnation and fosters a robust leadership pipeline that supports continuity during turnover or rapid growth (August, 2017).

Role of Executive Coaching and Mentoring

Coaching and mentoring are complementary approaches that strengthen an organization’s leadership capability over time. Coaching focuses on individual performance, learning agility, and behavior change in the context of real work challenges, while mentoring provides broader career guidance, role modeling, and sponsorship within the organizational network (Brigg & Thresette, 2013). When integrated into a comprehensive development strategy, coaching and mentoring help executives translate strategy into practice, accelerate learning during critical transitions, and cultivate a culture of learning and accountability (HBR, 2016). For coaching to be effective, organizations should establish clear coaching objectives, select qualified coaches, and set metrics that link coaching outcomes to business results, such as improved team performance, faster decision-making, and enhanced leadership presence (Brigg & Thresette, 2013; McKinsey, 2014).

Executive coaching should be aligned with broader talent management processes, including performance management, feedback loops, and succession planning. When senior leaders participate as co-designers and sponsors of coaching programs, the organization demonstrates a commitment to developing people in alignment with strategic needs, thereby increasing buy-in and program credibility (CCL, 2010). Mentoring relationships should be designed to be scalable and inclusive, with formal matching processes, documentation of goals, and progression milestones to ensure accountability and measurable impact (SHRM, 2015).

Succession Planning Process and Its Relationship to Management Development

Succession planning is a structured process for identifying and developing internal talent capable of filling key leadership positions in the future. An effective succession process connects to strategy by ensuring that a pipeline of capable leaders exists to execute the organization’s long-term goals, mitigate turnover risk, and reduce disruption during leadership transitions (August, 2017). A mature succession program integrates talent identification, competency modeling, career planning, and development plans that target high-potential employees for accelerated growth and broader organizational exposure (CCL, 2010). By linking succession planning to development efforts, organizations can tailor experiences—such as strategic projects, secondments, or cross-functional roles—that prepare successors for the specific responsibilities of future roles, thereby improving readiness and confidence when incumbents depart (Conger & Fulmer, 2003).

In practice, succession planning requires robust data on performance, potential, and readiness, coupled with transparent criteria for progression and a structured time horizon for development activities. This approach helps align the development investments with anticipated leadership needs, supports fairness and inclusion in advancement opportunities, and minimizes the risk of leadership gaps during critical transitions (World Economic Forum, 2020). Furthermore, linking succession planning to learning and development helps embed a leadership culture across the organization, encouraging broader participation in development activities beyond the top echelon (CIPD, 2019).

Conclusion. A revitalized management development strategy should blend diverse development modalities, ensure senior leadership buy-in, and integrate coaching, mentoring, and succession planning into a coherent talent system. When executives actively participate in the design and execution of development efforts, organizations benefit from enhanced leadership capacity, improved strategic alignment, and a more resilient leadership pipeline capable of navigating change and sustaining competitive advantage (Heathfield, 2016; SHRM, 2015; CIPD, 2019; McKinsey, 2014; Conger & Fulmer, 2003).

References

  • Brigg, T., & Thresette, B. (2013). Developing Future Leaders with Mentoring and Coaching. Retrieved August 19, 2017, from [URL].
  • Center for Creative Leadership (CCL). (2010). Succession Planning and Leadership Development. Retrieved from https://www.ccl.org
  • Conger, J. A., & Fulmer, R. (2003). Growing Leaders: The Leadership Development Challenge. Leadership Quarterly, 14(6), 825-839.
  • Harvard Business Review (HBR). (2016). Coaching for Performance and Leadership. Retrieved from https://hbr.org
  • Heathfield, S. M. (2016). What Is Management Development? Retrieved September 19, 2016, from The Balance Careers: https://www.thebalance.com/what-is-management-development-4761492
  • McKinsey & Company. (2014). Leadership Development: The 70-20-10 Model and Beyond. McKinsey Quarterly. Retrieved from https://www.mckinsey.com
  • SHRM. (2015). Developing Employees. Society for Human Resource Management. Retrieved August 19, 2017, from https://www.shrm.org
  • World Economic Forum (WEF). (2020). The Future of Jobs Report 2020. Geneva: World Economic Forum. Retrieved from https://www.weforum.org
  • CIPD. (2019). Talent Development and Succession Planning. Chartered Institute of Personnel and Development. Retrieved from https://www.cipd.co.uk
  • August, A. (2017). Succession Planning in Modern Organizations. Retrieved August 19, 2017, from [URL].

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