Grow Your Own Leaders: How to Identify, Develop, and Retain Leadership Talent

Table of contents

1. Copyright
   1. Dedication
2. Prentice Hall Financial Times
3. Financial Times Prentice Hall Books
4. Grow Your Own Leaders Web Site
5. Introduction
   1. Traditional Replacement Planning
   2. What We Believe About Growing Leaders
      1. Reasons for Succession Management
      2. Identification of Talent
      3. Diagnosis of Development Needs
      4. Meeting Development Needs
      5. Managing the Succession Management System
      6. General
   3. Why Should You Listen to Us?
   4. How This Book Will Help You
   5. Who Is This Book Written For?
   6. How This Book Is Organized
      1. I. Leadership Talent: Crisis and Proposed Solution
      2. II. Identifying High Potentials
      3. III. Understanding Organizational Talent
      4. IV. Strategies for Accelerating Development
      5. V. Ensuring Acceleration Pool Success: Key Processes, Roles/Accountabilities, Meetings, and Other Mechanics
   7. Additional Information Available on the Web
   8. A Few Final Remarks
6. I. Leadership Talent: Crisis and Proposed Solution
   1. 1. The Growing Leadership Shortage: Building the Case for Acceleration Pools
      1. Does Your Organization Need to Worry About Leadership Talent?
         1. Most Organizations Are Not Ready
      2. Why Grow Your Own Leaders?
      3. Higher-Performing Organizations Have Succession Management Systems
      4. Why Worry About Having Enough Organizational Talent?
   2. 2. Acceleration Pools: The Basics
      1. Replacement-Planning Systems
      2. Acceleration Pools
      3. How Acceleration Pools Work
      4. Phase 1: Nominating, Identifying High Potentials
         1. Invitation into the Pool
      5. Phase 2: Diagnosing Development Opportunities
         1. Assessment of Strengths and Development Needs, Using an Acceleration Center
         2. Feedback of Assessment Results and Determination of Development Priorities
      6. Phase 3: Prescribing Solutions to Development Opportunities
         1. Executive Resource Board Decides on Pool Member Assignments, Special Training, or Executive Coaching and Monitors Progress and Completion
         2. Development Goals on Current or New Job Assignment Are Framed Relative to Diagnosis
         3. Pool Member Targets Areas and Strategies for Development with the Help of Manager and Mentor
      7. Phase 4: Ensuring That Development Takes Place/Documenting Development
         1. Pool Members Document Development
      8. Phase 5: Reviewing Progress & New Assignment
      9. Summary of Process
      10. Appendix 2-1: Sample Development Action Form
   3. 3. Seventeen Reasons Acceleration Pools Work
      1. Making Corporate Darwinism Fairer
      2. Acceleration Pool System Advantages
   4. 4. Acceleration Pools: Fundamental Questions and Rationale
      1. Summary
7. II. Identifying High Potentials
   1. 5. Identifying High Potentials
      1. Nomination Criteria
         1. The Form
         2. Should Retention Be a Factor in Nominations?
      2. Key Considerations in Building a Fair, Efficient, and Effective Nomination Process
         1. Sizing the Acceleration Pool
      3. Who Should Be Involved?
         1. Finding Hidden Talent
         2. Reinforcing “Talent Hunters”
         3. Role of the Executive Resource Board
         4. Role of the Human Resource Department
      4. The Meeting: Making Final Decisions
         1. Managing Long Lists of Acceleration Pool Candidates—Prioritize the Discussion
         2. Discussing Individual Candidates
         3. Finalize the Acceleration Pool Selections After Considering Diversity Factors
         4. Confirm and Execute Communication Strategies
         5. Preparing for the Meeting
         6. Second Chances
         7. Identification Is Not Enough
      5. Appendix 5-1: Acceleration Centers as Nomination Tools
8. III. Understanding Organizational Talent
   1. 6. Defining the Executive of the Future
      1. Target Job Level
      2. Defining What You Want
         1. Job Challenges/Preparatory Experiences
         2. Organizational Knowledge
         3. Behaviorally Defined Competencies
         4. Poorly Defined Competencies
         5. Well-Defined Competencies
      3. How Many Competencies Are Needed?
      4. Competency Rating Scales
      5. Executive Derailers and Other Personal Attributes
      6. Derailers
      7. Enablers
      8. How Can Personal Attributes Best Be Measured?
      9. Are Executive Derailers and Other Personal Attributes Developable?
      10. Cognitive Ability and Motivation
      11. Determining Executive Descriptors
          1. Equal Employment Issues
      12. Summary
      13. Appendix 6-1: Job Challenges
      14. Appendix 6-2: Organizational Knowledge Areas
      15. Functions
      16. Processes
      17. Systems
      18. Products, Services, and Technologies
      19. Appendix 6-3: Executive Competencies
      20. Appendix 6-4: Executive Derailers
          1. Approval Dependent
          2. Argumentative (Defensive)
          3. Arrogant
          4. Attention Seeking (Self-Promoting)
          5. Avoidant
          6. Eccentric
          7. Imperceptive
          8. Impulsive
          9. Perfectionistic (Micromanager)
          10. Risk Averse
          11. Volatile
      21. Appendix 6-5: Linking Human Resource Systems Through Competencies
   2. 7. Diagnosing Strengths and Development Needs (Competencies and Derailers)
      1. Why Is Assessment Needed?
      2. What an Assessment Does
      3. The Assessment Tools
         1. Simulations
      4. Strengths to Leverage
      5. Suggested Areas for Development
         1. Multirater (360°) Instruments
         2. Multirater (360°) Interviews
         3. Personality Inventories
         4. Cognitive Ability Tests
         5. Behavior-Based Interviews
         6. Clinical Psychologists
      6. Integrating Multiple Assessment Tools into a System
      7. How Acceleration Centers Measure EQ
      8. The “Buyer’s Guide”
      9. Appendix 7-1: Assessment Data Security
   3. 8. Understanding and Prioritizing Development Needs (Job Challenges, Organizational Knowledge, Competencies, and Derailers)
      1. Understanding Competencies and Derailers
      2. It’s Not Easy ...
      3. Job Challenges and Organizational Knowledge
      4. Creating the Development Priority List
      5. The Executive Resource Board’s Role
      6. Appendix 8-1
9. IV. Strategies for Accelerating Development
   1. 9. Development Options
      1. Assignments (Chapter 10)
      2. Short-Term Experiences (Chapter 11)
      3. Training/Executive Education (Chapter 12)
      4. Professional Executive Coaching (Chapter 13)
         1. Matching Development to Needs
      5. Developing Competencies
         1. Developing Competencies Through Training and Assignments
         2. Developing Competencies Through Short-Term Experiences
         3. Developing Competencies Through Coaching
         4. Handling Difficult-to-Develop Competencies
         5. Developing Competencies Takes Time
   2. 10. Growth Through Assignments
      1. Finding Assignment Opportunities
         1. Lateral Moves
         2. Task Force Assignments
         3. Virtual Assignments
         4. Customer and Vendor Assignments
         5. Expanded Current Assignments
         6. Create a New Job
         7. Interim Assignments
         8. Job Trades
      2. How Long Should an Assignment Be?
      3. Stretch Assignments: How Much Is Too Much?
      4. An Even Faster Fast Track
      5. Summary
      6. Appendix 10-1: Assignments and Culture Change
      7. Appendix 10-2: Managing Expatriates’ Development
   3. 11. Growth Through Short-Term Experiences
      1. Experiences Within the Organization
      2. Experiences with a Customer, Vendor, or Outside Organization
      3. Experiences Within the Community/Profession
      4. Competency Development
      5. Short-Term Experiences in Action
      6. Building Social Skills
      7. Plan Ahead—But Be Flexible
   4. 12. Growth Through Training/Executive Education
      1. Transition Training
         1. Transition into Supervision
         2. Transition into Middle Management
         3. Transition into General Management
      2. Prescriptive Training
         1. Conventional University Courses
         2. Short, Open-Enrollment University Executive Programs
         3. One-on-One Training for Executives
      3. Special Training Experiences for Acceleration Pool Members
         1. Acceleration Pool Orientation
         2. Major Training Events
         3. Action Learning—Team Projects
         4. Action Learning—Individual Projects
         5. Action Learning—Individual Projects with Team Members from Different Organizations
      4. Making Better Decisions About Training
         1. Essential Components of Effective Pool Member Training
         2. Training Delivery Options
         3. Training Sources Outside the Organization
         4. Common Pool Member Training Needs and Effective Strategies for Meeting Them
         5. How Can Training Be Made Efficient and Thus Provide a Better ROI?
         6. Determining If Training Works Before You Invest
      5. Summary
   5. 13. Growth Through Professional Coaching
      1. What Is an Executive Coach?
      2. Focused Acceleration Coaching
      3. Broader Executive Coaching
      4. Is Coaching Just a Passing Fad?
      5. Why Choose Executive Coaching?
      6. Coaching for Career or Role Transitions
      7. Coaching to Address a Specific Challenge or Problem
      8. Coaching to Avoid Problem Areas
      9. Factors That Increase the Likelihood That Coaching Will Work
         1. Desire to Change (Be Coached)
         2. Sponsorship
         3. Accurate Diagnosis of Development Needs
         4. Clear Plan with Clear Objectives
         5. Business (Strategic) Linkages
      10. What Is the Profile of an Effective Executive Coach?
          1. What to Look For
      11. Coaching Strategies and Techniques
          1. A Word About the Distinction Between Therapy and Coaching ...
          2. The Receiver’s Role: How to Get the Most out of a Coach
      12. Summary of Section IV
10. V. Ensuring Acceleration Pool Success: Key Processes, Roles/Accountabilities, Meetings, and Other Mechanics
    1. 14. Key Partners: Supporting Growth
       1. Acceleration Pool Members Manage Their Own Destiny
       2. Immediate Managers Provide Guidance, Resources, and Encouragement
          1. Training Managers to Facilitate Learning
       3. Mentors Provide High-Level Guidance and Track Progress
          1. Short-Term Mentors
          2. Long-Term Mentors
          3. Which Type of Mentor Is Preferable?
          4. How Many Pool Members per Mentor?
          5. Mentors Can Help Retain Acceleration Pool Members
          6. Mentoring on the Web
          7. Group Self-Mentoring
          8. Ensuring That Help Is Provided
       4. Appendix 14-1: Helping Pool Members Flourish
          1. A Guide for Managers and Mentors
    2. 15. Optimizing Your Talent Review Discussion
       1. Breaking Tradition: The Acceleration Pool System
       2. Outcomes of a Successful Talent Review Meeting
       3. Principles for a Successful Meeting
       4. Summary
    3. 16. The Role of the CEO and Measures of Acceleration Pool Success
       1. CEO Traps
       2. Developing a Teachable Point of View
       3. Summary
       4. Appendix 16-1: How to Measure the Success of an Acceleration Pool System
    4. 17. Getting Started
       1. Other Frequently Asked Questions About Acceleration Pools
          1. Who Should Go into the Pool—Issues about Having a Pool
          2. Number and Size of Pools
          3. Operation of the Executive Resource Board
          4. Administration of Acceleration Pools
          5. Manager and Mentor
          6. Diagnosis of Development Needs
          7. Talent Development
          8. Legal Issues
          9. Making the Transition to an Acceleration Pool
          10. Support Systems
          11. The Human Resource Department’s Role
       2. Our Grow-Your-Own Philosophy
       3. Summary
11. References
12. Glossary
13. Acknowledgments
14. About Development Dimensions International
15. About the Authors
    1. William C. Byham, Ph.D.
    2. Audrey B. Smith, Ph.D.
    3. Matthew J. Paese, Ph.D.
16. Other Books from DDI