Managers become leaders at NDS: Program integrates formal learning, coaching, mentoring and project work

Abstract

Purpose

The purpose of this paper is to look at how an integrated program of formal learning, coaching, business mentoring and project work is delivering results for a television solutions company, NDS.

Design/methodology/approach

Presents the comments of Philippa Davidson, human resources (HR) director at NDS, and Peter Ferrigno, NDS vice‐president of communications and HR, plus the viewpoint of R&A training consultancy, which has sought to develop a program that inspires people and ensures real performance improvement.

Findings

Describes the key elements of the program as: four training modules spread over six to eight months, to awaken participants to their leadership potential and provide creative training around teaming, negotiation, decision‐making and leadership coaching; executive one‐to‐one coaching input for every participant between the modules, to help them to address issues particular to their development or working circumstances; mentoring for every participant from senior managers selected from outside their own area of activity; and a work‐based project as an integral part of the program which has to be presented to the participants' mentors and senior managers on the final module. Argues that the dovetailing of the one‐to‐one coaching and project work with the formal learning is critical.

Practical implications

Demonstrates that organizations that wish to awaken management talent should not rely solely on training: it is the wraparound activities of mentoring, coaching and project delivery that ensure the learning is transferred into the workplace.

Originality/value

Provides a useful case study of a modular leadership‐development program that has delivered improved results.

Citation

Landale, A. (2005), "Managers become leaders at NDS: Program integrates formal learning, coaching, mentoring and project work", Human Resource Management International Digest, Vol. 13 No. 7, pp. 15-18. https://doi.org/10.1108/09670730510627421