successor development, 51–59
choosing best person, 55–57
coaching, 57–58
and graceful exit, 52–54
personal preparation, 52
preparing for development, 51–52
preparing for next life phase, 58–59
set up for success, 58
superstition trap, 55
supervisors, 116–117
sustainability, 249–259
defining, 251–253
leading for, 254–259
Sweetman, Kate, 157
talent, 234–235
talent management, 83–90
defining field, 89
integrated system, 68
talent managers, 160
talent pool, focus on, 67
talent shortage, 84
target customers, company description by, 163
Tata, Ratan, 43
Tata group (India), 43–44
teaching, so others can follow, 206–209
teams
information gathering about, 195
leadership, 234
networked, 222
political activity intensity variation, 185
political temperature, 179–186
technology
and cost of experimentation, 223
and Generation Y, 146–147
temperature of political activity, 179–186
adjusting, 184–185
benefits of high, 180–181
benefits of low, 182
choosing, 183
risks of high, 181
risks of low, 182
thought leadership, 233, 235
360-degree assessment tool, 12, 64, 65, 88
tolerance, by Generation Y, 149
top management
as executive development champion, 69
as role models, 64
top performers, leaders’ view of, 75
top-down implementation of executive
development, 66
Towers Perrin, 244–245, 246
training, 242–243
for Generation Y employees, 151
transition process, in succession, 52
transitions, 187–201
key skills for success, 192–199
working plan for, 199
Trompenaars, Fons,
Building Cross-Cultural
Competence,
256
trust, ix, 122–123
truth, insisting on, 207
uncertainty
as constant, 169
leading through, 167
United States
business characteristics, 39–40
business system origins, 39
majority vs. minority, 11
United States presidential cabinet, 15
unity, 126
value
adding to practice, 88
distribution of, 216
values of Generation Y, encouraging, 151
van Lennep, Gijs, 255
Vanderbilt University, 112
videocassette recorders (VCRs), 213–215
vision
change in, 20–21
leaders’ belief in, 93
sharing, 29
268 Index
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