Engaging managers means more than just doing workshops and discussing ideas. Managers attending the IMPM bring concerns from their own work so they can benefit from the experience of their colleagues. This is ongoing in the program—around the tables all the time. It is also institutionalized in a process we call friendly consulting, where small teams of your colleagues work with you on your concerns. This input into your issues helps you make changes in your organization based on the experience of fellow classmates who care about your success.
REFLECTION PAPERS AND PEER COACHING
Learning from each other and the faculty does not stay in the classroom. After each module, you write a reflection paper. This is not an academic paper: you review what particularly struck you during the module and relate it your personal needs, at your own job, or within your organization. During the writing process, you connect with a team of colleagues, and a faculty tutor, who work with you to make these papers as helpful as they can possible be. We call this peer coaching.
Midway through the program, you pair up with a colleague and spend the better part of a week as host and as visitor at each other's workplace. This process of observing another manager at work and providing feedback is simple yet powerful. It is quite amazing what has come out of these exchanges.
When visiting with one of my LG colleagues in Korea, I realized that our company is vulnerable to a disruptive technology. As a result we launched a startup company together with a top IT university in Brazil. We believe this will save our company." - Gustavo Miotti, Board Chair, Soprano Eletrometalugica Ltd., Brazil
"Never send a changed person back to an unchanged organization." Yet that is what almost all development programs do. We have changed that. You are given the opportunity, with our guidance and supporting materials, to designate an impact team back at work, of colleagues or direct reports, to help you carry your learning back into the organization. In effect, these people do the IMPM virtually. You debrief your team after each module, and discuss how to use the learning for constructive change. Thus does management development become organization development. An education that may seem pricy to an HR department becomes an astute investment for the organization—in training several managers for the price of one and in the profound changes that they can champion. Why not send a company team to the IMPM to work on a key issue?
I coached my team as I learned. I grew my team as I was growing. As I went through the modules, I took the basic principles and they were so appreciated by my team at work that they kept on asking, "When are you going to the next module?" - Daniel Smedo, VP and General Manager, Metro Supply Chain Group, Canada
We have a 50:50 rule in the IMPM: half the time over to you on your agendas. You sit at roundtables, to share your experiences and learn with your peers. Most of the time you are in mixed groups, to gain from the diversity of experiences. But now we also have dedicated tables, where you can spend some of the discussion time with related managers. You might join a table of entrepreneurs or family-business owners, or you might come to the program with colleagues from your industry or your own company. (LG and Lufthansa have been sending teams of managers for almost all of our twenty-one years.)
Contact Dora Koop, Managing Director IMPM