The process used by Douglas Aircraft in implementing their mentoring program identified the following success factors: (1) identify high-performance employees; (2) introduce them to the mentoring process; (3) match high performers with executives; and (4) have the mentor and mentoree determine goals for the relationship. (JOW)

Effective leaders who have been instrumental in their companies' success must contribute to continuing success by personally developing leaders at all levels. They should share their teachable point of view, including ideas, values, edge, and energy. (JOW)

Perception training can be an integral part of management development programs. These games can help trainees understand what perception is, how it works, and how it applies in the workplace. (JOW)

Offers a four-step approach that highlights the key issues at each stage of the coaching process: (1) contract with the client; (2) observe and assess needs; (3) constructively challenge; and (4) handle resistance. (JOW)

Executive education programs should be redesigned to stress problem-solving and process-management skills geared to the overall organization. Shifting priorities, altering content, and changing the delivery system would benefit all and provide a lasting skill--learning how to learn. (JOW)

Federal Express uses Service Quality Indicators to measure customer satisfaction and innovative training methods such as an interactive video network, pay-for-performance/pay-for-knowledge, and a Leadership Evaluation and Awareness Process. (SK)

Offers specific strategies and ideas on how human resource professionals can collaborate effectively with line management. Includes examples of how it was done at several companies. (JOW)

Competency models involve a methodology that demonstrates the validity of the model's standards: are people who have the competencies better managers than those who do not? Competency models should no longer be regarded as a panacea and should be only one of the tools used by trainers. (JOW)

Studies show that emotional intelligence underpins many of the best decisions, most dynamic organizations, and most satisfying and successful lives. Attention to emotions has been shown to save time, expand opportunities, and focus energy for better results. (JOW)

Networking as a goal of training can increase communication, problem solving, and flexibility. Necessary steps are selecting participants to support the network, including provisions for trust and relationship building, ensuring the transfer of training, and encouraging followup and accountability for transfer. (SK)

Describes how two Peace Corps volunteers used elements of indigenous culture to help village leaders in the Pacific Islands learn about management, planning, and brainstorming. (JOW)

United Parcel Service's career development system takes multiple approaches: information from career discussions between supervisors and supervisees and a career planning workbook and guide is used for individual career planning, district master operating plans, and the management appraisal process. (SK)

Offers tips and resources for putting together a roster of training classes for building employees' cross-cultural skills. Types of training include cultural awareness, multicultural communication, country-specific training, executive development, language courses, and host-country work force training. (JOW)

Executives do not always fully understand or support quality improvement initiatives. A four-step model for guiding human resource development practitioners in educating executives about quality involves establishing a quality position; a shared vision; a quality management system; and goals, strategy, and plan. (JOW)

PepsiCo's change-leadership model starts with a teachable point of view, showing trainees how to think in different terms, develop a point of view, test it, crystallize the vision, and implement it. The human resources department plays an important role in articulating the point of view. (SK)