Search -
Using Experience to Develop Leadership Talent: How Organizations Leverage On-the-Job Development (J-B SIOP Professional Practice Series)
Using Experience to Develop Leadership Talent How Organizations Leverage OntheJob Development - J-B SIOP Professional Practice Series Author:Cynthia D. McCauley This volume 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, chapters describe how they and their organizations have worked to put experience a... more »t the center of a targeted development initiative or have built a management development process with experience as its foundation. They share strategies, practices, challenges, and lessons learned. As a set, these chapters provide a global perspective on the topic, describing challenges and practices in multi-national companies including organizations headquartered in different parts of the world.Section I: Putting Experience at the Center of Talent Development SystemsChapter 1: Building Leadership Breadth at Eaton Corporation Chapter 2: Developing a Pipeline of Internal Leadership Talent at 3M Chapter 3: Developing Leaders at All Levels at Yum! BrandsChapter 4: Experience-Based Development: Building a Foundation at Kelly ServicesSection II: Designing Job Experiences for Leadership DevelopmentChapter 5: A Project-Based Approach to Developing Hi-Po Talent in the Tata GroupChapter 6: Developing Collaborative Leadership in the Intelligence Community, Office of the Director of IntelligenceChapter 7: Integrating Strategic Projects and Leader Development at GlaxoSmithKlineChapter 8: Developing IBM Leaders through Socially Responsible Service ProjectsChapter 9: Using Assignments to Broaden the Senior Leadership Pipeline at GenentechChapter 10: An Indian Experience of Leader Development, CCL and JK OrganizationChapter 11: Taking Action Learning to a New Level through Executive Involvement and Rigorous Feedback, State Farm, Bader GroupChapter 12: Virtual Reality and Leadership Development, USC Institute for Creative TechnologySection III: Maximizing Learning from ExperienceChapter 13: From Mastery to Mastery-Plus at MicrosoftChapter 14: Leading from Where You Are: Driving On-the-Job Development into the Whole Organization, Seattle Pacific UniversityChapter 15: Experience-Based First-line Manager Development at HeinekenChapter 16: Catalytic Converters: The Role of the Boss in Experience-Based Development, USC, Rainier Leadership SolutionsChapter 17: Experience Is a Terrible Thing to Waste: Everyday Learning Disciplines for Leaders, Oceanside Institute« less