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Using Experience to Develop Leadership Talent: How Organizations Leverage On-the-Job Development

Book Description

How organizations can effectively put experience at the center of the development process

Research increasingly and conclusively shows that effective leaders continue to learn, grow, and change throughout their careers and that a significant part of this development occurs through on-the-job experiences. Co-Published by the Society of Industrial and Organizational Psychology and sponsored by the Center for Creative Leadership, Using Experience to Develop Leadership Talent provides real-world strategies, best practices, lessons learned, and global perspectives on how organizations effectively use experience to develop talent.

  • Provides an in-depth look at a variety of leader development initiatives that have taken up the challenge of putting experience at the center of the development process

  • Written by senior practitioners who have implemented initiatives they write about

  • Shares new development planning tools, systematic approaches to managing the assignments of high potentials, tools to educate managers on how to find assignments that meet their employee's development needs

  • Includes online resources that allow employees to search for development opportunities

  • Describing challenges and practices in multinational companies around the world, Using Experience to Develop Leadership Talent will serve as a focused guide to how organizations can use on-the-job development to reshape leader development practices that better integrate work and learning.

    Table of Contents

    1. Cover
    2. The Professional Practice Series
    3. Series page
    4. The Professional Practice Series
    5. Title page
    6. Copyright page
    7. List of Figures, Tables, and Exhibits
    8. Foreword: Series Editor
    9. Foreword: A Senior HR Executive Perspective
    10. Foreword: A Senior Line Executive Perspective
    11. Acknowledgments
    12. The Editors
    13. The Contributors
    14. Section One: Introduction
      1. CHAPTER ONE: Experience-Driven Leadership Development: Surveying the Terrain
        1. Putting Experience at the Heart of Development
        2. Organization of Chapters
    15. Section Two: Putting Experience at the Center of Talent Development Systems
      1. CHAPTER TWO: Building Leadership Breadth at Eaton Corporation
        1. Leadership Development to Support Business Strategy
        2. Moving Across Boundaries
        3. Conclusion
      2. CHAPTER THREE: Developing a Pipeline of Internal Leadership Talent at 3M
        1. The Role of Learning in an Innovation Culture
        2. Leaders Teaching Leaders
        3. Mentors, Sponsors, and Champions
        4. Talent Reviews
        5. Experiences Matter
        6. Individual Assessment
        7. Leaders Developing Leaders
        8. Lessons Learned
      3. CHAPTER FOUR: Developing Leaders at All Levels at Yum! Brands
        1. Design of the Leadership Development Framework
        2. Development of Framework Elements
        3. Lessons Learned
      4. CHAPTER FIVE: Experienced-Based Development: Building a Foundation at Kelly Services
        1. Foundational Enablers
        2. Embedding Experience-Based Development in Key Processes
        3. Conclusion
      5. CHAPTER SIX: Leading from Where You Are: Driving On-the-Job Development into the Whole Organization
        1. Five Design Characteristics for Viral On-the-Job Development Initiatives
        2. Building On-the-Job Development into Organizational Talent Management Systems
        3. Conclusion
    16. Section Three: Designing Job Experiences for Leader Development
      1. CHAPTER SEVEN: A Project-Based Approach to Developing High-Potential Talent in the Tata Group
        1. Tata Group Ethos and Expanse
        2. TAS: A Vehicle for Leadership Development
        3. Recruitment and Selection: In Search of Top Talent
        4. TAS Leadership Program
        5. Embarking on a Career with the Tata Group
        6. Conclusion
      2. CHAPTER EIGHT: Collaborative Leadership in the Intelligence Community: Joint Duty Program
        1. Origin
        2. Joint Duty Program
        3. Implementation
        4. Evaluation and Insights
        5. Conclusion
      3. CHAPTER NINE: Advancing Strategic Work and Accelerating Leadership Talent at GlaxoSmithKline
        1. The CEO's Future Strategy Group
        2. A Researched Review of FSG
        3. Recommendations and Questions Going Forward
        4. Conclusion
      4. CHAPTER TEN: Developing IBM Leaders Through Socially Responsible Services Projects
        1. How It Started
        2. Who Goes on Assignment
        3. How It Works
        4. Program Impact
        5. Starting a Global Service Program
      5. CHAPTER ELEVEN: Using Part-Time Assignments to Broaden the Senior Leadership Pipeline at Genentech
        1. Context
        2. Development of the Experiment
        3. The Pilot Program
        4. The Self-Service DDP Website
        5. Lessons Learned
      6. CHAPTER TWELVE: An Indian Experience of Leader Development: The Fire of Experience and Krishna-Arjuna Coaching
        1. The JK Group (Eastern Zone) Today
        2. Finding and Developing Tomorrows' Top Leaders: A Fresh Approach
        3. The Fire of Experience Program: An Overview
        4. Preparation: Creating a Safety Net of People and Relationships
        5. The First Assignment: Becoming a Better Boss
        6. Final Phase: Two More Developmental Assignments
        7. Kudos and Watch-Outs: Lessons Learned by Program Designers
        8. Future Incarnations of the Fire of Experience Program
      7. CHAPTER THIRTEEN: Virtual Reality and Leadership Development
        1. Technology Enablers: Virtual Humans and Social Simulation
        2. Designing for Learning
        3. Designing Compelling Experiences
        4. Two Examples
        5. Lessons Learned
    17. Section Four: Maximizing Learning from Experience
      1. CHAPTER FOURTEEN: Formal Development Enhances Learning from Experience at Microsoft
        1. Value Differentiators and Design Principles
        2. Case Studies
        3. Conclusion
      2. CHAPTER FIFTEEN: Experience-Based First-Line Manager Development at HEINEKEN
        1. Business Context
        2. Target Audience
        3. Designing the Intervention
        4. Program Description
        5. Impact
        6. Insights and Inquiry
      3. CHAPTER SIXTEEN: Turning Experience into Expertise: The Everyday Learning Disciplines for Leaders
        1. Principles of Expertise
        2. The Everyday Learning Disciplines for Leaders
        3. How Leadership Development Professionals Can Enhance Learning from Experience
        4. Conclusion
      4. CHAPTER SEVENTEEN: Catalytic Converters: How Exceptional Bosses Develop Leaders
        1. Good Bosses and Developmental Experiences
        2. Exceptional Bosses in Action
        3. In the Larger Context
        4. Implications
        5. Epilogue
    18. Section Five: Conclusion
      1. CHAPTER EIGHTEEN: Putting Experience at the Heart of Leader Development: Concluding Thoughts
        1. Experience at the Center of the Talent Management System
        2. Learning from Experience as a Shared Responsibility
        3. Learning from Experience as a Core Organizational Value
        4. Looking Forward
    19. Name Index
    20. Subject Index