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Talent Leadership

Book 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.

Table of Contents

  1. Cover
  2. Title
  3. Copyright
  4. Contents
  5. Foreword
  6. Acknowledgments
  7. Introduction
  8. Chapter 1: What is Talent Leadership?
    1. The Search for Solutions
    2. Elements of a Winning Human Capital Mindset
    3. External and Internal Challenges
    4. The Stealth Fighter Model
    5. Assessment and Structure
    6. The Four Objectives of Deployment
    7. What About Demarcation?
  9. Chapter 2: The Stealth Fighter Needs a Target: The Importance of Competencies
    1. What is a Competency Model?
    2. Competency-Based HR Systems
    3. Suggestions on How to Use Competency Models
    4. JohnMattonePartners’ (JMP's) Process for Developing Competency Models
    5. The Stealth Competency Mapping Process™ (SCMP)
  10. Chapter 3: The Leadership Wheel of Success™: The Outer Core
    1. The Outer-Core Leadership Competencies
    2. Calibrating the Outer Core: The Strategic-Tactical Leadership Index-360™ (STLI-360™)
  11. Chapter 4: The Leadership Wheel of Success™: The Inner Core and Coaching from the Inside Out
    1. Learned Helplessness
    2. Getting Leaders to Change
    3. Character
    4. Character and Values
    5. Harnessing the Power of Character and Values
    6. Coaching from the Inside Out
    7. The Power of Versatility
  12. Chapter 5: The Nuts and Bolts of Positive Performance Management (PPM)
    1. What If the Truth is Not Told?
    2. The Ten Elements of Positive Performance Management
    3. The Three-Part Cycle
    4. Executing Positive Performance Management
    5. The Role of the Employee
    6. The Role of Leaders
    7. Major Steps in Coaching as a Leader
    8. Reviewing Performance Goals
  13. Chapter 6: Succession Planning: Using Assessment to Calibrate Performance, Potential, and Readiness
    1. Why is Succession Planning Needed?
    2. Research Findings on Succession Planning
    3. The Nuts and Bolts
    4. Assessment: Calibrating Performance, Potential, and Readiness
    5. Potential-Based Calibration Assessments
  14. Chapter 7: Psychodynamic Model of Executive Maturity: The Enneagram
    1. Breaking Down the Enneagram
    2. How to Use the Enneagram
  15. Chapter 8: Understanding the Heart Leader Triad: Helpers, Entertainers, and Artists
    1. Type Two: The Helper
    2. Type Three: The Entertainer
    3. Type Four: The Artist
  16. Chapter 9: Understanding the Head Leader Triad: Thinkers, Disciples, and Activists
    1. Type Five: The Thinker
    2. Type Six: The Disciple
    3. Type Seven: The Activist
  17. Chapter 10: Understanding the Gut Leader Triad: Drivers, Arbitrators, and Perfectionists
    1. Type Eight: The Driver
    2. Type Nine: The Arbitrator
    3. Type One: The Perfectionist
  18. Chapter 11: Integrating Assessment Results and Executive Coaching: Development
    1. Typical Executive Coaching Applications
    2. Defining the Scope of a Coaching Intervention
    3. Analysis/PHASE II Feedback Session and Planning Model: Suggested Flow of Meeting
    4. How to Deliver 360-Degree Results
    5. Transitioning to Individual Development Planning
    6. Nine-Box Placement and Executive Coaching
    7. Defining Action Steps
    8. The Roles of Stakeholders/Mentors in Building Positive Lasting Change
    9. LeaderWatch™ Abbreviated Surveys and Follow-Up
    10. Final Thoughts
  19. Appendix A: Diagnosing the Health of Your Human Capital/Talent Management Practice
  20. Appendix B: Diagnosing the Health of Your Succession Management Program
  21. Appendix C: The Mattone Leadership Enneagram Index (MLEI)
  22. Bibliography
  23. Index
  24. About the Author