Bench Strength

I

NDEX

ability, and leadership potential, 102

action learning programs, 96

advisors, criteria for choosing, 15–16

aspiration, and leadership potential,

105

assessment against competency mod-

els, 104–105

assessment centers, 105

ASSESS personality instrument

(Bigby Havis Consulting), 213

Battle of Agincourt, 8

Best-in-Industry Decision, 141, 142

Best-in-Industry Strategy

advantages, 143–144

defined, 141

vs. World-Class Strategy, 141, 142

weaknesses, 144–145

when to pursue, 141, 143

black holes, 55–57

‘‘bottom feeders’’

as drag on corporate performance,

132

managing deployment of, 169

poor talent decisions by, 166

Build-Out Decision, 72, 127, 128

Build-Out Strategy

advantages, 130

defined, 127, 129

vs. Trade-Up Strategy, 127, 128

weaknesses, 131–133

when to pursue, 129–130

PAGE 235

235

business change scenarios, 189, 190

adapting of talent strategy to, 198

mapping importance of, 197, 199

sample matrix, 196

to test talent readiness, 192–198

business development function, con-

current design in, 166, 168

business requirements, matched to

leadership competencies, 88–91

Buy Strategy

advantages, 85–86

weaknesses, 87–88

when to use, 82

Buy vs.MakeDecision,see Talent

Focus Decision

Capstone Decision. 72, 75, 93

Capstone Strategy

advantages, 100

effective leveraging of, 108

vs. Foundation Strategy, 94–95

underlying beliefs, 99

weaknesses, 101

when to pursue, 99–100

career development, performance met-

rics for, 207, 209, 210

Center for Creative Leadership

(CLC), 212

study on new managers, 88

360 Benchmark instrument, 213

change, see also business change sce-

narios

indicators of, 222

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