Experience-driven leader development models, tools, best practices, and advice for on-the-job development
This book is written for human resource, organization development, and training professionals who need real-world best practices that show who actual workplace learning approaches work and how they can be applied. Co-published with the acclaimed Center for Creative Leadership, this important book of...
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
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San Francisco, California :
Wiley
2014.
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| Edición: | 3rd ed |
| Colección: | J-B CCL (Center for Creative Leadership)
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| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628745706719 |
Tabla de Contenidos:
- Cover; Praise for Experience-Driven Leader Development; About This Book; Title page; Copyright page; Contents; List of Exhibits, Figures, and Tables; Foreword; Acknowledgments; Introduction; Section 1: Developmental Experiences: More Intentional for More People; Section Introduction; Equipping Employees to Pursue Developmental Experiences; 1: Intensity and Stretch: The Drivers of On-the-Job Development; The FrameBreaking Leadership Development Process; Step 1: Gain Insight from Prior Experiences and Understand Development Needs
- Step 2: Draft a Career Story and Understand a Personal Development ArcStep 3: Identify Potential Development Experiences; Step 4: Create an Experience-Based Development Plan; Step 5: Use Ongoing Reflection to Gain the Most Out of Experience; Additional Applications of the FrameBreaking Model; Resources; 2: A Leadership Experience Framework; The Leadership Experience Framework; Experiences Across Organizational Levels; Conclusion; References; 3: Identifying Development-in-Place Opportunities; Resources; 4: Leadership Maps: Identifying Developmental Experiences in Any Organization
- Interviewing Senior ExecutivesLeadership Experiences; Lessons Learned; Personal Strategies; Situational Catalysts; General Advice; Conducting Leadership Workshops; Mapping the Linkage; Building the Toolkit; Lessons Learned; 5: Building Organization-Specific Knowledge About Key Developmental Experiences; Creating the Model of Key Developmental Experiences; Information Contained in the Book; Converting the Book to Podcasts; How the Book and Podcasts Are Being Used; Lessons Learned; 6: Expression of Interest: Making Sought-After Roles Visible; The Approach; Benefits and Challenges
- 7: Designing Part-Time Cross-Functional ExperiencesLessons Learned; 8: Creating Project Marketplaces; Reference; Leveraging Existing Experiences for Learning; 9: Leveraging the Developmental Power of Core Organizational Work; Context; The Practice; Accelerating Leader Development; Role Positioning; Team Composition; Team Member Preparation; Flow-on Development; Developmental Check-ins; After-Action Review; Post-Experience Placement; Evaluation; Applying This Approach to Your Organization; 10: Learning Transferable Skills Through Event Planning
- 11: Pinpointing: Matching Job Assignments to EmployeesPinpointing Steps; Step 1: Develop a List of Possible Assignments; Step 2: Triage Employees Based on Learning Stage in Their Current Jobs; Step 3: List Capability and Experience Gaps for Each Employee; Step 4: Match Job Assignments to Employees; Step 5: Determine Additional Development Support for Each Employee; Making Pinpointing an Engaging and Valuable Experience for Senior Leaders; Follow Up; 12: Learning from Personal Life Experiences; A Reflective Exercise; Psychological Strength; Personal Relationships for Support
- Opportunities to Learn
