Traditionally, much of the focus on executive development seems to have been towards business school education or similar.
Over the years we've seen coaching & mentoring emerge as ways of providing different developmental support. Some organisations even take advantage of temporary "outplacement" to support other organisations and let their own executives practice and develop their skills in other arenas.
All really good stuff.
So how are we supporting Executives through life transitions?
What about the physiological changes that effect us as we age?
What support can we provide beyond business education into more human development?
Why shouldn't we start doing this before people reach Executive levels?
I think there's something quite fundamental in here that we need to focus on.
(Excerpt below is from an article published in the FT entitled "The quiet art of being a good listener" by Alicia Clegg)
Active listening often becomes harder as executives take on bigger roles. One problem is that no one tells them things they might not want to hear. Another is purely physiological: between 45 and 65 years of age, the prime demographic for board appointments, many people experience hearing loss. They may not even be aware of it, but it is forcing the brain to work harder to follow discussions, to the detriment of cognitive performance, says David McAlpine, an auditory neuroscientist at University College London.