II. Identifying High Potentials
by Matthew J. Paese, Audrey B. Smith, William C. Byham
Grow Your Own Leaders: How to Identify, Develop, and Retain Leadership Talent
- Copyright
- Prentice Hall Financial Times
- Financial Times Prentice Hall Books
- Grow Your Own Leaders Web Site
- Introduction
- I. Leadership Talent: Crisis and Proposed Solution
- 1. The Growing Leadership Shortage: Building the Case for Acceleration Pools
- 2. Acceleration Pools: The Basics
- Replacement-Planning Systems
- Acceleration Pools
- How Acceleration Pools Work
- Phase 1: Nominating, Identifying High Potentials
- Phase 2: Diagnosing Development Opportunities
- Phase 3: Prescribing Solutions to Development Opportunities
- Executive Resource Board Decides on Pool Member Assignments, Special Training, or Executive Coaching and Monitors Progress and Completion
- Development Goals on Current or New Job Assignment Are Framed Relative to Diagnosis
- Pool Member Targets Areas and Strategies for Development with the Help of Manager and Mentor
- Phase 4: Ensuring That Development Takes Place/Documenting Development
- Phase 5: Reviewing Progress & New Assignment
- Summary of Process
- Appendix 2-1: Sample Development Action Form
- 3. Seventeen Reasons Acceleration Pools Work
- 4. Acceleration Pools: Fundamental Questions and Rationale
- II. Identifying High Potentials
- 5. Identifying High Potentials
- Nomination Criteria
- Key Considerations in Building a Fair, Efficient, and Effective Nomination Process
- Who Should Be Involved?
- The Meeting: Making Final Decisions
- Managing Long Lists of Acceleration Pool Candidates—Prioritize the Discussion
- Discussing Individual Candidates
- Finalize the Acceleration Pool Selections After Considering Diversity Factors
- Confirm and Execute Communication Strategies
- Preparing for the Meeting
- Second Chances
- Identification Is Not Enough
- Appendix 5-1: Acceleration Centers as Nomination Tools
- 5. Identifying High Potentials
- III. Understanding Organizational Talent
- 6. Defining the Executive of the Future
- Target Job Level
- Defining What You Want
- How Many Competencies Are Needed?
- Competency Rating Scales
- Executive Derailers and Other Personal Attributes
- Derailers
- Enablers
- How Can Personal Attributes Best Be Measured?
- Are Executive Derailers and Other Personal Attributes Developable?
- Cognitive Ability and Motivation
- Determining Executive Descriptors
- Summary
- Appendix 6-1: Job Challenges
- Appendix 6-2: Organizational Knowledge Areas
- Functions
- Processes
- Systems
- Products, Services, and Technologies
- Appendix 6-3: Executive Competencies
- Appendix 6-4: Executive Derailers
- Appendix 6-5: Linking Human Resource Systems Through Competencies
- 7. Diagnosing Strengths and Development Needs (Competencies and Derailers)
- 8. Understanding and Prioritizing Development Needs (Job Challenges, Organizational Knowledge, Competencies, and Derailers)
- 6. Defining the Executive of the Future
- IV. Strategies for Accelerating Development
- 9. Development Options
- 10. Growth Through Assignments
- 11. Growth Through Short-Term Experiences
- 12. Growth Through Training/Executive Education
- Transition Training
- Prescriptive Training
- Special Training Experiences for Acceleration Pool Members
- Making Better Decisions About Training
- Essential Components of Effective Pool Member Training
- Training Delivery Options
- Training Sources Outside the Organization
- Common Pool Member Training Needs and Effective Strategies for Meeting Them
- How Can Training Be Made Efficient and Thus Provide a Better ROI?
- Determining If Training Works Before You Invest
- Summary
- 13. Growth Through Professional Coaching
- What Is an Executive Coach?
- Focused Acceleration Coaching
- Broader Executive Coaching
- Is Coaching Just a Passing Fad?
- Why Choose Executive Coaching?
- Coaching for Career or Role Transitions
- Coaching to Address a Specific Challenge or Problem
- Coaching to Avoid Problem Areas
- Factors That Increase the Likelihood That Coaching Will Work
- What Is the Profile of an Effective Executive Coach?
- Coaching Strategies and Techniques
- Summary of Section IV
- V. Ensuring Acceleration Pool Success: Key Processes, Roles/Accountabilities, Meetings, and Other Mechanics
- 14. Key Partners: Supporting Growth
- 15. Optimizing Your Talent Review Discussion
- 16. The Role of the CEO and Measures of Acceleration Pool Success
- 17. Getting Started
- Other Frequently Asked Questions About Acceleration Pools
- Who Should Go into the Pool—Issues about Having a Pool
- Number and Size of Pools
- Operation of the Executive Resource Board
- Administration of Acceleration Pools
- Manager and Mentor
- Diagnosis of Development Needs
- Talent Development
- Legal Issues
- Making the Transition to an Acceleration Pool
- Support Systems
- The Human Resource Department’s Role
- Our Grow-Your-Own Philosophy
- Summary
- Other Frequently Asked Questions About Acceleration Pools
- References
- Glossary
- Acknowledgments
- About Development Dimensions International
- About the Authors
- Other Books from DDI
Our chapter in this section focuses on best practices associated with initial identification of high-potential Acceleration Pool members.
Identifying High Potentials |
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