238 I
NDEX
leadership characteristics
categories, 83–84
degree of development, 84
leadership competencies
key factors, 89
matched to business requirements,
88–91
leadership development activities
comparative importance of,
110–111
management experiences, 112
leadership pipeline model, 122
leadership potential
accurate assessment of, 101–102
alternate vehicles for assessment,
103–105
dimensions of, 102, 105
evaluation, 5
success profiles, 107–108
varying standards for, 98
leadership talent
agreement on goals, 215
competition for, 6
creative poaching of, 184
multiple pools for, 121
recalibration of, 184
retention risk, 9
sudden defection of, 9
leadership talent review (LTR), 162
learning agility, 55, 58
assessment, 104
e-Choices multi-rater feedback in-
strument, 62
Lombardi, Vince, 11
Make Strategy
advantages, 79–80
weaknesses, 81–82
when to use, 79
Make vs. Buy Decision, see Talent
Focus Decision
management experiences, to develop
leadership potential, 112
PAGE 238
managers
cultural ignorance of, 227
‘‘derailment’’ behavior of, 170
insularity of, 229
lack of sponsorship, 227, 230
‘‘lost in scope,’’ 228
poor judgment calls by, 226
reaction to employee complaints,
229
reluctance to relocate, 226
stressed by new responsibilities, 229
types of, 169–170
multi-level assessment, 105
Musashi, Miyamoto, 43
Napoleon Bonapar te, 183
National Association of Corporate Di-
rectors (NACD), and CEO suc-
cession, 88
new hires
identifying potential problems with,
230–231
resolving problems with, 231–232
Noel, James, 122
organizational design
and force-fitting of talent decisions,
165
linked with talent management, 164
organizational dysfunctions
black holes, 55–57
red zones, 54–55
whirl pools, 57–59
organizational structure, as bridge be-
tween strategy and leadership,
51–52
organizations
characteristics of success, 1
framing future focus of, 50
inbreeding of leadership talent, 6
strategic priorities, see business re-
quirements
................. 15735$ INDX 02-27-06 09:39:42 PS
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