While mentoring has obvious benefits to the protege, benefits to the mentor and to the organisation are often long term or invisible. A procedure named Mutual Mentoring on Projects is proposed which produces observable short‐term benefits for protege, mentor and organisation and minimum costs.

Reflects on the practical experience of the author in introducing competency‐based action learning into Australian public and private sector organizations. Contains a series of interviews with graduates of an action learning Masters programme in the Health industry. Suggests that early and...

Examines action learning as a way for individuals to educate themselves for management positions. Considers classroom learning courses and distance learning. Focuses on action learning as a way to develop practical management skills. Proposes levels of action learning, learning methods, ways to...

An account of recent and future trends in management development is given, with applications for managerial excellence for those in Australian, UK and US companies.

Four key areas of management development are considered as opportunities for improving performance. These involve the study of colleagues, managers, customers and competitors in a systematic way. Much can be learnt by observing and recording what others do and this knowledge can be applied in...

Managers at a firm of 7,000 workers were included in a plan drawn up for executive development which had the typical problems relative to size and nature. Encouraged to discuss problems and put forward ideas and agendas, the managers showed higher commitment and in the environment provided...

We live in the age of the high‐flyer – fast‐rising movers and shakers destined to transform sluggish corporations into entrepreneurial gems. The downside of such simple strategies is finding high‐flyers and then controlling them. Offers words of advice.

Personal responsibility and choice is a key element of management development. Looks at self‐development and management roles, and the ways in which managers can learn to take on and adapt to various situations. This means taking on a job and learning the wide range of roles that go with that...

Gives advice on topics relevant to the techniques employed in management counselling and consultancy. Shows that all managers can give and receive useful input and the experience garnered can then be usefully passed on to others. The receptiveness of managers to these comments and advice is of...

Learning from others must be planned in such a way that there is maximum co‐operation and goodwill. Managers will, no doubt have to make presentations to their colleagues and discussions will be needed to decide on how to influence others to get decisions made. The higher up in the...