ABSTRACTThis article describes seven evaluation studies over the five–year history of an executive development process. The message is two–fold. First, executive development can be evaluated despite measurement difficulties. Second, evaluation should be part of the strategy for managing executive development.The seven evaluation studies included: (1) interviews with participating managers to investigate the use of development plans; (2) analysis of counseling contact records to quantify the kinds of development support requested by participants; (3) comparison of the training activity of participants to national surveys for the same period; (4) experimental comparison of the developmental practices of participants versus a peer group of nonparticipating managers; (5) analyses of annual performance ratings and career recommendations for participating versus nonparticipating managers; (6) comparison of needs assessment data gathered five years after inauguration of the development process with the original needs study; and (7) use of an employee opinion survey to examine the relationship of an executive's development to the developmental practices among employees managed by that executive.The management and evaluation of executive development are both discus