V. Ensuring Acceleration Pool Success: Key Processes, Roles/Accountabilities, Meetings, and Other Mechanics
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 last section focuses on the processes and logistics associated with successful and enduring implementation of Acceleration Pools. The important development-facilitator roles of supervisors and mentors are described in Chapter 14. Chapter 15 discusses tactics to maximize the effectiveness of talent review discussions (where placement and development decisions are made), and Chapter 16 explores in detail the important role of the CEO. Finally, succession management, HR, and consulting practitioners will appreciate Chapter 17’s discussion, Getting Started.
Key Partners: Supporting Growth | |
Optimizing Your Talent Review Discussion | |
The Role of the CEO and Measures of Acceleration Pool Success | |
Getting Started |
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