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When specialists, successful troubleshooters and corporate firefighters are promoted to join the management ranks, preparation is warranted to prepare them to become a generalist. Generalist knowledge will guide them on how and when their expertise should be brought in for the greater good of the organisation and the management team. As team players, specialists need to act more on behalf of the team and less in defence of their own field of expertise.

Some new managers take to generalist learning naturally. They seek help and display a willingness to learn. Some, however, resist the notion of becoming generalists and may find themselves limited in the way they can contribute to their new team.

Preparation to become a generalist comes in many forms. In many countries, as a precursor to a promotion, prospective military personnel are sent for a two-year-long war-college preparatory course. The orientation covers the basics of management of the country, from administration to operations. The training is the same whether the individuals are experts in nuclear warfare, diplomatic affairs or bureaucracy. After the orientation, the aptitude and promise of the participants are taken into account for consideration in the upcoming promotion. Most of them end up returning to their original positions while more grooming and intervention is given to the ones poised for promotion.

Similarly, large Japanese corporations conduct a lengthy two-year induction programme for promising new hires. Before they start working, they are rotated throughout the front- and back-offices of the organisation. This preparation is primarily to provide generalist training. There is the added bonus of social networking that these courses facilitate. Later, when these inductees take up management positions, they can readily call on their fellow inductees for support.

Not all organisations can afford a two-year preparation course. Yet, a smaller-scale version is still beneficial. For example, exposure through cross training and mentoring of hand-picked candidates from distant departments or business units can provide a broader vision to managers. Tailored management-development courses can also be arranged with help from external institutions for a select class of high achievers.

Senior management needs to recognise that the preparation is a worthwhile exercise toward building the next generation of managers and leaders. They should also commit their own time to nurture talent. Committing time to teach, mentor or plan an orientation is an important part of their responsibility.

Management and general management are the realm of generalists. It is prudent for senior managers to provide generalist exposure and training because whatever amount they spend to teach others, they stand to gain much more in return in the not-so-distant future.