Talent Leadership: A Proven Method for Identifying and Developing High-Potential Employees
A Proven Method for Identifying and Developing High-Potential Employees
Published on 16. November 2012
Book
Hardback
304 pages
978-0-8144-3239-6 (ISBN)
Description
Great leaders drive the bottom line, which is why organizations pour money into leadership development. But most companies have no real way to gauge whether their endeavors are paying off-much less where they are falling short.
Talent Leadership shows how to set up a world-class leadership-development program-and have the metrics to prove it!Packed with research findings, best practices, case studies, proprietary assessments, and more, this innovative book explains how to:
* Employ assessments to benchmark current and future executive talent
* Use the resulting data to identify leaders with potential based on their capabilities, commitment, and alignment with organizational goals
* Leverage analysis to target training and coaching where they will have the greatest impact on individual performance and overall operating success
By measuring, calibrating, and recalibrating the leading indicators that directly predict organizational health and the ability of leaders to meet those needs, HR and OD professionals will bring a much-needed numbers focus to their crucial talent development efforts.
This book is for leaders of HR, Talent Management, OD/MD professionals, and the vast population of operating managers who are charged with identifying, managing and developing high-potential and emerging leaders.
Talent Leadership shows how to set up a world-class leadership-development program-and have the metrics to prove it!Packed with research findings, best practices, case studies, proprietary assessments, and more, this innovative book explains how to:
* Employ assessments to benchmark current and future executive talent
* Use the resulting data to identify leaders with potential based on their capabilities, commitment, and alignment with organizational goals
* Leverage analysis to target training and coaching where they will have the greatest impact on individual performance and overall operating success
By measuring, calibrating, and recalibrating the leading indicators that directly predict organizational health and the ability of leaders to meet those needs, HR and OD professionals will bring a much-needed numbers focus to their crucial talent development efforts.
This book is for leaders of HR, Talent Management, OD/MD professionals, and the vast population of operating managers who are charged with identifying, managing and developing high-potential and emerging leaders.
More details
Language
English
Place of publication
United States
Publishing group
HarperCollins Focus
Target group
Professional and scholarly
Dimensions
Height: 92 mm
Width: 64 mm
Thickness: 12 mm
Weight
1 gr
ISBN-13
978-0-8144-3239-6 (9780814432396)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
JOHN MATTONE is the president of JohnMattonePartners, Inc., a global leadership consulting firm. John also teaches in the executive MBA program at Florida Atlantic University. In 2011, he was named to the "guru radar" by the prestigious Thinkers50.
Content
Contents
Foreword by Dr. Jac Fitz-enz
Acknowledgments
Introduction
Chapter 1: What Is Talent Leadership?
The Search for Solutions
Elements of a Winning Human Capital
Mindset
External and Internal Challenges
The Stealth Fighter Model
Assessment and Structure
The Four Objectives of Deployment
What About Demarcation?
Chapter 2: The Stealth Fighter Needs a Target: The Importance
of Competencies
What Is a Competency Model?
Competency-Based HR Systems
Suggestions on How to Use Competency Models
JohnMattonePartners' (JMP's) Process for
Developing Competency Models
The Stealth Competency Mapping
Process (TM) (SCMP)
Chapter 3: The Leadership Wheel of Success (TM): The Outer Core
The Outer-Core Leadership Competencies
Calibrating the Outer Core: The Strategic-Tactical
Leadership Index-360 (TM) (STLI-360)
Chapter 4: The Leadership Wheel of Success (TM): The Inner Core
and Coaching from the Inside Out
Learned Helplessness
Getting Leaders to Change
Character
Character and Values
Harnessing the Power of Character and Values
Coaching from the Inside Out
The Power of Versatility
Chapter 5: The Nuts and Bolts of Positive Performance
Management (PPM)
What If the Truth Is Not Told?
The Ten Elements of Positive Performance
Management
The Three-Part Cycle
Executing Positive Performance Management
The Role of the Employee
The Role of Leaders
Major Steps in Coaching as a Leader
Reviewing Performance Goals
Chapter 6: Succession Planning: Using Assessment to Calibrate
Performance, Potential, and Readiness
Why Is Succession Planning Needed?
Research Findings on Succession Planning
The Nuts and Bolts
Assessment: Calibrating Performance, Potential,
and Readiness
Potential-Based Calibration Assessments
Chapter 7: Psychodynamic Model of Executive Maturity:
The Enneagram
Breaking Down the Enneagram
How to Use the Enneagram
Chapter 8: Understanding the Heart Leader Triad: Helpers,
Entertainers, and Artists
Type Two: The Helper
Type Three: The Entertainer
Type Four: The Artist
Chapter 9: Understanding the Head Leader Triad: Thinkers,
Disciples, and Activists
Type Five: The Thinker
Type Six: The Disciple
Type Seven: The Activist
Chapter 10: Understanding the Gut Leader Triad: Drivers,
Arbitrators, and Perfectionists
Type Eight: The Driver
Type Nine: The Arbitrator
Type One: The Perfectionist
Chapter 11: Integrating Assessment Results and Executive
Coaching: Development
Typical Executive Coaching Applications
Defining the Scope of a Coaching
Interventionment
Planning
Nine-Box Placement and Executive Coaching
Defining Action Steps
The Roles of Stakeholders/Mentors in Building
Positive Lasting Change
LeaderWatch (TM) Abbreviated Surveys and
Follow-Up
Final Thoughts
Appendix A: Diagnosing the Health of Your
Human Capital/Talent Management Practice
Appendix B: Diagnosing the Health of Your Succession
Management Program
Appendix C: The Mattone Leadership Enneagram
Index (MLEI)
Bibliography
Index
About the Author
Foreword by Dr. Jac Fitz-enz
Acknowledgments
Introduction
Chapter 1: What Is Talent Leadership?
The Search for Solutions
Elements of a Winning Human Capital
Mindset
External and Internal Challenges
The Stealth Fighter Model
Assessment and Structure
The Four Objectives of Deployment
What About Demarcation?
Chapter 2: The Stealth Fighter Needs a Target: The Importance
of Competencies
What Is a Competency Model?
Competency-Based HR Systems
Suggestions on How to Use Competency Models
JohnMattonePartners' (JMP's) Process for
Developing Competency Models
The Stealth Competency Mapping
Process (TM) (SCMP)
Chapter 3: The Leadership Wheel of Success (TM): The Outer Core
The Outer-Core Leadership Competencies
Calibrating the Outer Core: The Strategic-Tactical
Leadership Index-360 (TM) (STLI-360)
Chapter 4: The Leadership Wheel of Success (TM): The Inner Core
and Coaching from the Inside Out
Learned Helplessness
Getting Leaders to Change
Character
Character and Values
Harnessing the Power of Character and Values
Coaching from the Inside Out
The Power of Versatility
Chapter 5: The Nuts and Bolts of Positive Performance
Management (PPM)
What If the Truth Is Not Told?
The Ten Elements of Positive Performance
Management
The Three-Part Cycle
Executing Positive Performance Management
The Role of the Employee
The Role of Leaders
Major Steps in Coaching as a Leader
Reviewing Performance Goals
Chapter 6: Succession Planning: Using Assessment to Calibrate
Performance, Potential, and Readiness
Why Is Succession Planning Needed?
Research Findings on Succession Planning
The Nuts and Bolts
Assessment: Calibrating Performance, Potential,
and Readiness
Potential-Based Calibration Assessments
Chapter 7: Psychodynamic Model of Executive Maturity:
The Enneagram
Breaking Down the Enneagram
How to Use the Enneagram
Chapter 8: Understanding the Heart Leader Triad: Helpers,
Entertainers, and Artists
Type Two: The Helper
Type Three: The Entertainer
Type Four: The Artist
Chapter 9: Understanding the Head Leader Triad: Thinkers,
Disciples, and Activists
Type Five: The Thinker
Type Six: The Disciple
Type Seven: The Activist
Chapter 10: Understanding the Gut Leader Triad: Drivers,
Arbitrators, and Perfectionists
Type Eight: The Driver
Type Nine: The Arbitrator
Type One: The Perfectionist
Chapter 11: Integrating Assessment Results and Executive
Coaching: Development
Typical Executive Coaching Applications
Defining the Scope of a Coaching
Interventionment
Planning
Nine-Box Placement and Executive Coaching
Defining Action Steps
The Roles of Stakeholders/Mentors in Building
Positive Lasting Change
LeaderWatch (TM) Abbreviated Surveys and
Follow-Up
Final Thoughts
Appendix A: Diagnosing the Health of Your
Human Capital/Talent Management Practice
Appendix B: Diagnosing the Health of Your Succession
Management Program
Appendix C: The Mattone Leadership Enneagram
Index (MLEI)
Bibliography
Index
About the Author