Book description
During the course of your career, you are likely to have many different
kinds of developmental experiences. You may be assigned to or seek out a
challenging position that tests your limits. You may establish a
relationship with a mentor. You may feel called to provide leadership
for some community activity. Or you may seek out further training and
educational opportunities, such as formal leadership development
programs. All of these different experiences share a common path-they
are avenues toward personal and professional growth. These experiences
may make you feel as if your learning and development were accelerated.
What caused that acceleration? How do you keep the learning momentum
going once the experience ends? This guidebook shows you how to enhance
the value and impact of developmental experiences. This series of
guidebooks draws on the practical knowledge that the
Center for Creative Leadership (CCL)
has generated, since its inception in 1970, through its research and
educational activity conducted in partnership with hundreds of thousands
of managers and executives. Much of this knowledge is shared-in a way
that is distinct from the typical university department, professional
association, or consultancy. CCL is not simply a collection of
individual experts, although the individual credentials of its staff are
impressive; rather it is a community, with its members holding certain
principles in common and working together to understand and generate
practical responses to today's leadership and organizational challenges.
The purpose of the series is to provide managers with specific advice on
how to complete a developmental task or solve a leadership challenge. In
doing that, the series carries out CCL's mission to advance the
understanding, practice, and development of leadership for the benefit
of society worldwide.
Henry Browning put much emphasis on group dynamics in teams and
team leadership during his tenure at CCL. He was an important
contributor to the design of CCL 's Leadership and High-Performance
Teams program. He holds an MBA from the University of Colorado.
Ellen Van Velsor is group director of Core Research
&Development at CCL. She coordinates the research and the
development of programs, products, and services in the area of
individual leadership development. She has written and coauthored
several books, including Feedback to Managers, Volumes I
&II, and Choosing 360: A Guide to Evaluating Multi-rater
Feedback Instruments for Management Development; and she is
coeditor of The Center for Creative Leadership Handbook of
Leadership Development. She holds a Ph. D. in sociology from the
University of Florida.
