Development at the top: who really cares? A survey of executive teams
by: David Clutterbuck, Erik de Haan, Inge Wels, Bill Lucas & Jonathan Winter
in: Ashridge Research Report, ISBN 978-0-903542-81-4.

High performance in business is strongly associated with the top team’s attitudes and practices towards developing themselves and others1. So it would be logical to expect leaders to be role models for good practice in managing their own individual and collective development. Logical – but completely wrong. The Developmental Conversations at the Top survey reveals a sharp contrast between top teams that are investing in their individual and collective development, and those whose attention to their own development is more often than not perfunctory, haphazard and uncoordinated.

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