Preface
A large gold-mining company based in North America with mines in three continents was facing a typical challenge. Survey data taken from its employees indicated that the first level of management needed leadership help—the engagement survey results were much lower than expected and pointed to a need for formal leadership development. The chief operating officer (COO) agreed, and approved a project that involved 14 days of leadership development coupled with 360-degree feedback processes, and a team of individuals to make it successful. In all, nearly 1,000 managers would be trained at a cost of more than $6 million. The COO was willing to make this investment if the human resource function could show the financial return on investment ...
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