Chapter 7. Diagnosing Strengths and Development Needs (Competencies and Derailers)
“It is a poor doctor who starts treatment before knowing what the problem is.”
Once an organization has identified its high-potential leaders, the next step is to diagnose their strengths and development needs. When that is done, they can get the training and coaching they need to take advantage of their strengths and to fill any development gaps. The targeted, deliberate acquisition of new skills is essential if high potential is to blossom into executive success.
This chapter outlines the tools used in assessing executive-level competencies and derailers and how those tools can be applied in a succession management system. In Chapter 8 we’ll cover diagnosing development ...