book

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

Name: Grow Your Own Leaders: How to Identify, Develop, and Retain Leadership Talent
ISBN: 013009398X

by William C. Byham, Audrey B. Smith, Matthew J. Paese

February 2002

Intermediate to advanced

416 pages

9h 15m

English

Pearson

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Copyright
Dedication
Prentice Hall Financial Times
Financial Times Prentice Hall Books
Grow Your Own Leaders Web Site
Introduction
Traditional Replacement PlanningWhat We Believe About Growing LeadersReasons for Succession ManagementIdentification of TalentDiagnosis of Development NeedsMeeting Development NeedsManaging the Succession Management SystemGeneralWhy Should You Listen to Us?How This Book Will Help YouWho Is This Book Written For?How This Book Is OrganizedI. Leadership Talent: Crisis and Proposed SolutionII. Identifying High PotentialsIII. Understanding Organizational TalentIV. Strategies for Accelerating DevelopmentV. Ensuring Acceleration Pool Success: Key Processes, Roles/Accountabilities, Meetings, and Other MechanicsAdditional Information Available on the WebA Few Final Remarks
I. Leadership Talent: Crisis and Proposed Solution
1. The Growing Leadership Shortage: Building the Case for Acceleration Pools
Does Your Organization Need to Worry About Leadership Talent?Most Organizations Are Not ReadyWhy Grow Your Own Leaders?Higher-Performing Organizations Have Succession Management SystemsWhy Worry About Having Enough Organizational Talent?
2. Acceleration Pools: The Basics
Replacement-Planning SystemsAcceleration PoolsHow Acceleration Pools WorkPhase 1: Nominating, Identifying High PotentialsInvitation into the PoolPhase 2: Diagnosing Development OpportunitiesAssessment of Strengths and Development Needs, Using an Acceleration CenterFeedback of Assessment Results and Determination of Development PrioritiesPhase 3: Prescribing Solutions to Development OpportunitiesExecutive Resource Board Decides on Pool Member Assignments, Special Training, or Executive Coaching and Monitors Progress and CompletionDevelopment Goals on Current or New Job Assignment Are Framed Relative to DiagnosisPool Member Targets Areas and Strategies for Development with the Help of Manager and MentorPhase 4: Ensuring That Development Takes Place/Documenting DevelopmentPool Members Document DevelopmentPhase 5: Reviewing Progress & New AssignmentSummary of ProcessAppendix 2-1: Sample Development Action Form
3. Seventeen Reasons Acceleration Pools Work
Making Corporate Darwinism FairerAcceleration Pool System Advantages
4. Acceleration Pools: Fundamental Questions and Rationale
Summary

II. Identifying High Potentials
5. Identifying High Potentials
Nomination CriteriaThe FormShould Retention Be a Factor in Nominations?Key Considerations in Building a Fair, Efficient, and Effective Nomination ProcessSizing the Acceleration PoolWho Should Be Involved?Finding Hidden TalentReinforcing “Talent Hunters”Role of the Executive Resource BoardRole of the Human Resource DepartmentThe Meeting: Making Final DecisionsManaging Long Lists of Acceleration Pool Candidates—Prioritize the DiscussionDiscussing Individual CandidatesFinalize the Acceleration Pool Selections After Considering Diversity FactorsConfirm and Execute Communication StrategiesPreparing for the MeetingSecond ChancesIdentification Is Not EnoughAppendix 5-1: Acceleration Centers as Nomination Tools
III. Understanding Organizational Talent
6. Defining the Executive of the Future
Target Job LevelDefining What You WantJob Challenges/Preparatory ExperiencesOrganizational KnowledgeBehaviorally Defined CompetenciesPoorly Defined CompetenciesWell-Defined CompetenciesHow Many Competencies Are Needed?Competency Rating ScalesExecutive Derailers and Other Personal AttributesDerailersEnablersHow Can Personal Attributes Best Be Measured?Are Executive Derailers and Other Personal Attributes Developable?Cognitive Ability and MotivationDetermining Executive DescriptorsEqual Employment IssuesSummaryAppendix 6-1: Job ChallengesAppendix 6-2: Organizational Knowledge AreasFunctionsProcessesSystemsProducts, Services, and TechnologiesAppendix 6-3: Executive CompetenciesAppendix 6-4: Executive DerailersApproval DependentArgumentative (Defensive)ArrogantAttention Seeking (Self-Promoting)AvoidantEccentricImperceptiveImpulsivePerfectionistic (Micromanager)Risk AverseVolatileAppendix 6-5: Linking Human Resource Systems Through Competencies
7. Diagnosing Strengths and Development Needs (Competencies and Derailers)
Why Is Assessment Needed?What an Assessment DoesThe Assessment ToolsSimulationsStrengths to LeverageSuggested Areas for DevelopmentMultirater (360°) InstrumentsMultirater (360°) InterviewsPersonality InventoriesCognitive Ability TestsBehavior-Based InterviewsClinical PsychologistsIntegrating Multiple Assessment Tools into a SystemHow Acceleration Centers Measure EQThe “Buyer’s Guide”Appendix 7-1: Assessment Data Security
8. Understanding and Prioritizing Development Needs (Job Challenges, Organizational Knowledge, Competencies, and Derailers)
Understanding Competencies and DerailersIt’s Not Easy ...Job Challenges and Organizational KnowledgeCreating the Development Priority ListThe Executive Resource Board’s RoleAppendix 8-1
IV. Strategies for Accelerating Development
9. Development Options
Assignments (Chapter 10)Short-Term Experiences (Chapter 11)Training/Executive Education (Chapter 12)Professional Executive Coaching (Chapter 13)Matching Development to NeedsDeveloping CompetenciesDeveloping Competencies Through Training and AssignmentsDeveloping Competencies Through Short-Term ExperiencesDeveloping Competencies Through CoachingHandling Difficult-to-Develop CompetenciesDeveloping Competencies Takes Time
10. Growth Through Assignments
Finding Assignment OpportunitiesLateral MovesTask Force AssignmentsVirtual AssignmentsCustomer and Vendor AssignmentsExpanded Current AssignmentsCreate a New JobInterim AssignmentsJob TradesHow Long Should an Assignment Be?Stretch Assignments: How Much Is Too Much?An Even Faster Fast TrackSummaryAppendix 10-1: Assignments and Culture ChangeAppendix 10-2: Managing Expatriates’ Development
11. Growth Through Short-Term Experiences
Experiences Within the OrganizationExperiences with a Customer, Vendor, or Outside OrganizationExperiences Within the Community/ProfessionCompetency DevelopmentShort-Term Experiences in ActionBuilding Social SkillsPlan Ahead—But Be Flexible
12. Growth Through Training/Executive Education
Transition TrainingTransition into SupervisionTransition into Middle ManagementTransition into General ManagementPrescriptive TrainingConventional University CoursesShort, Open-Enrollment University Executive ProgramsOne-on-One Training for ExecutivesSpecial Training Experiences for Acceleration Pool MembersAcceleration Pool OrientationMajor Training EventsAction Learning—Team ProjectsAction Learning—Individual ProjectsAction Learning—Individual Projects with Team Members from Different OrganizationsMaking Better Decisions About TrainingEssential Components of Effective Pool Member TrainingTraining Delivery OptionsTraining Sources Outside the OrganizationCommon Pool Member Training Needs and Effective Strategies for Meeting ThemHow Can Training Be Made Efficient and Thus Provide a Better ROI?Determining If Training Works Before You InvestSummary
13. Growth Through Professional Coaching
What Is an Executive Coach?Focused Acceleration CoachingBroader Executive CoachingIs Coaching Just a Passing Fad?Why Choose Executive Coaching?Coaching for Career or Role TransitionsCoaching to Address a Specific Challenge or ProblemCoaching to Avoid Problem AreasFactors That Increase the Likelihood That Coaching Will WorkDesire to Change (Be Coached)SponsorshipAccurate Diagnosis of Development NeedsClear Plan with Clear ObjectivesBusiness (Strategic) LinkagesWhat Is the Profile of an Effective Executive Coach?What to Look ForCoaching Strategies and TechniquesA Word About the Distinction Between Therapy and Coaching ...The Receiver’s Role: How to Get the Most out of a CoachSummary of Section IV
V. Ensuring Acceleration Pool Success: Key Processes, Roles/Accountabilities, Meetings, and Other Mechanics
14. Key Partners: Supporting Growth
Acceleration Pool Members Manage Their Own DestinyImmediate Managers Provide Guidance, Resources, and EncouragementTraining Managers to Facilitate LearningMentors Provide High-Level Guidance and Track ProgressShort-Term MentorsLong-Term MentorsWhich Type of Mentor Is Preferable?How Many Pool Members per Mentor?Mentors Can Help Retain Acceleration Pool MembersMentoring on the WebGroup Self-MentoringEnsuring That Help Is ProvidedAppendix 14-1: Helping Pool Members FlourishA Guide for Managers and Mentors
15. Optimizing Your Talent Review Discussion
Breaking Tradition: The Acceleration Pool SystemOutcomes of a Successful Talent Review MeetingPrinciples for a Successful MeetingSummary
16. The Role of the CEO and Measures of Acceleration Pool Success
CEO TrapsDeveloping a Teachable Point of ViewSummaryAppendix 16-1: How to Measure the Success of an Acceleration Pool System
17. Getting Started
Other Frequently Asked Questions About Acceleration PoolsWho Should Go into the Pool—Issues about Having a PoolNumber and Size of PoolsOperation of the Executive Resource BoardAdministration of Acceleration PoolsManager and MentorDiagnosis of Development NeedsTalent DevelopmentLegal IssuesMaking the Transition to an Acceleration PoolSupport SystemsThe Human Resource Department’s RoleOur Grow-Your-Own PhilosophySummary
References
Glossary
Acknowledgments
About Development Dimensions International
About the Authors
William C. Byham, Ph.D.Audrey B. Smith, Ph.D.Matthew J. Paese, Ph.D.
Other Books from DDI

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

Part III. Understanding Organizational Talent

This section defines the basic activities and best practices associated with diagnosing the development needs of high-potential pool members. First we describe the executive descriptors (i.e., organizational knowledge, job challenges, competencies, and derailers) that define successful executive performance and highlight an array of assessment tools/practices for supporting an in-depth diagnosis of development priorities. We then deal with the very important—and often neglected—issue of translating an individual’s diagnosis into a commitment to action.

Chapter 6	Defining the Executive of the Future
Chapter 7	Diagnosing Strengths and Development Needs (Competencies and Derailers)
Chapter 8	Understanding and ...

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

by William C. Byham, Audrey B. Smith, Matthew J. Paese

Part III. Understanding Organizational Talent

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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