Patricia J. Ohlott

If you were to ask managers and executives where they get the most influential and effective developmental training, the answer you're likely to get is "on the job." Too often, those same managers and executives discount what can be learned from experiences outside of work. CCL research demonstrates that activities that take place outside of the regular workday contribute to a leader's effectiveness as a manager. This guidebook shows how to see those activities as opportunities for developing key leadership skills in such areas as interpersonal relations, communication, collaboration, and flexibility.

The experts at CCL have found that successful managers acquire many core skills from their work assignments. Jobs are a rich source of learning. But some jobs provide more of a learning opportunity than others. And many employees don't focus on the learning potential of their day-to-day tasks. This Facilitator's Guide details the essential workshop procedures (including setup, administration, and follow-up) and provides you with debrief presentation slides. You don't need to be a training professional to use this tool in your organization: this guide gives you all the basics. Enable your employees to thrive on challenge

This Facilitator's Guide Package, which includes a sample copy of the Assessment and Participant's Workbook, details the essential assessment administration procedures--including setup, scoring, debrief, and follow-up. . It also provides you with PowerPoint online access to an electronic PowerPoint file that will be helpful when discussing the LTI in a group setting. The guide includes: An overview of the origins of the Job Challenge Profile An understanding of the job component model on which the JPC is based A review of how the questionnaire was developed and its psychometric properties Guidelines for using the JPC in management development activities A reading list for managers

Help Your Managers Transform Challenge Into Opportunity Facing challenge isn't a problem. It's an opportunity. Today, challenge is a constant feature of the workplace, and a manager's ability to respond to challenge can spell the difference between success and failure. Research at The Center for Creative Leadership (CCL) has shown that successful managers learn many of the skills that contribute to their success from their work assignments. The Job Challenge Profile (JPC) created at CCL by some of the top practitioners in the field is a self assessment questionnaire designed to help you better understand and use your job assignments as opportunities for learning and growth. This newly revised and updated workbook will help you interpret your scores on the Job Challenge Profile, focus on the learning potential of your current job, and use job assignments for your ongoing development. You will become more aware of the growth potential fostered by: * Handling unfamiliar tasks * Driving workplace transformation * Seeking additional responsibilities * Dealing with external pressure * Managing group diversity ...and much more! You'll quickly be able to score and interpret the inventory using this practical Participant Workbook. With the aid of this action guide, you'll determine what and how much you are learning, what parts of your job hold key challenges, and what strategies you might adopt to derive maximal learning from these experiences. With the assistance of a world-renowned leadership authority, you'll thrive on challenge and greatly enhance your job satisfaction! Learn more at www.pfeiffer.com/go/assessments

Thoroughly researched and clearly written, Standing at the Crossroads speaks to the whole professional woman and her organization, providing a framework for guiding a woman's growth and development as a high- achieving leader. The authors debunk the common myth that women must give up life's other roles to be successful professionally, and offer research conducted by the Center for Creative Leadership in conjunction with participants in The Women's Leadership Program to show that multiple roles in fact benefit and enhance women's managerial performance. The book provides individuals and their organizations with invaluable advice they can use to support women's development as managers and leaders.

This report is an expanded version of the article, "Promotion Deci-sions as a Diversity Practice," published in 1995 as part of a special issue of the Journal of Management Development on gender issues in management development (volume 14, issue 2, pp. 6-23). The journal, published by MCB University Press in West Yorkshire, England, serves as an international com-munication medium for all those working in the management development field. We decided to publish this version of the journal article so that more of our primary audience of American managers, academicians, and human resources practitioners would have access to the information.