Foreword
A Quarter Century and Counting: Getting Serious About Using Experience to Develop Talent
LONGER AGO THAN I care to admit, my colleagues and I set out to understand how experience shaped leadership talent. Back in those days we talked about managers and executives, reserving the term leader for something else, though it is common today to use the terms interchangeably. Also back in those days, executive development referred almost exclusively to programs, usually training programs, in house or out of house, designed and delivered by human resource professionals or academics. To be sure, there were experience-based practices such as career paths (for example, IBM's famous two years ...
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