Talent leadership a proven method for identifying and developing high-potential employees
Talent guru John Mattone takes the guesswork out of leadership development.
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
New York :
American Management Association
2012.
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| Edición: | 1st edition |
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| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628601106719 |
Tabla de Contenidos:
- Cover; Title; Copyright; Contents; Foreword; 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 ProcessTM (SCMP)Chapter 3: The Leadership Wheel of SuccessTM: The Outer Core; The Outer-Core Leadership Competencies; Calibrating the Outer Core: The Strategic-Tactical Leadership Index-360TM (STLI-360 TM); Chapter 4: The Leadership Wheel of SuccessTM: 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 EnneagramBreaking 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 PerfectionistChapter 11: Integrating Assessment Results and Executive Coaching: Development; Typical Executive Coaching Applications; Defining the Scope of a Coaching Intervention; Analysis/PHASE II Feedback Session and Planning Model: Suggested Flow of Meeting; How to Deliver 360-Degree Results; Transitioning to Individual Development Planning; Nine-Box Placement and Executive Coaching; Defining Action Steps; The Roles of Stakeholders/ Mentors in Building Positive Lasting Change; LeaderWatchTM Abbreviated Surveys and Follow-Up; Final Thoughts
- Appendix A: Diagnosing the Health of Your Human Capital/Talent Management Practice
