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Accelerating Your Developme...
"The book will be used in a variety of ways: To jump-start high-potential development training programs As part of an organization's training program in 'managers as coaches To support self-study and self-directed development on the part of high-potential leaders As an HR handout piece to help senior executives understand their roles as HIPO mentors and sponsors To provide a useful approach to HIPO development for L & D, OD, and HR leaders who have been tasked with initiating high-potential leadership development programs To support executive coaching certificate programs sponsored by universities and private consultants As a useful handout tool for executive coaches who are attempting to bring their clients and clients' managers in alignment regarding the intended goals, outcomes, and process involved in high-potential development. Part 1 Chapter 1: Identify the Gap The chapter explains how to use focus groups and assessment interviews to identify such positions. It also explains how to use scenario development to forecast future leadership requirements, and to identify those future demands that are very different from the current state. Chapter 2: Build the Plan: This chapter suggests taking the opposite approach, by first identifying the key demand features of next-level assignments. Simply put, the development plan should be able to spell out how a leader will be needed to grow and develop in order to successfully meet next-level challenges. Examples would include the ability to develop yearly sales and revenue forecasts, negotiate multiproduct sales with key corporate clients, or secure sponsorship for corporate initiatives. Chapter 3: Identify Test Points and Hurdles: This chapter explains how to pinpoint critical organizational events and experiences that can provide a clear test of where a leader currently is in the development process. Chapter 4: Guiding Accelerated Development: This chapter provides helps readers distinguish between "forward-focused coaching", or coaching for next-level assignments, and remedial and transitional coaching. It offers guidelines for improving the effectiveness of managerial coaching, third-party coaching, and peer coaching. Chapter 5: Tracking & Evaluation: Many leadership development efforts fail because they lack a formal process for helping leaders track their progress against set development goals. This final chapter spells out a simple approach for setting up such a tracking system. It also explains how to leverage technology (Ft. Hill's Friday5s system) to maintain momentum in coaching and to assess the overall effectiveness of the coaching process. Part 2 Chapters
Monografía
monografia Rebiun22455459 https://catalogo.rebiun.org/rebiun/record/Rebiun22455459 m o d cr un|---uuuuu 110214s2011 xx o 000 0 eng d 781324568 816640781 UPSA ELB179534 UPVA 996922826603706 UPM 991005736438504212 UAM 991007785139604211 UCAR 991007993227304213 CBUC 991009628306706719 CBUC 991000731939806712 CBUC 991010494685406709 UFV0709998 IDEBK eng pn IDEBK OCLCQ AU@ EBLCP DEBSZ UKDOC OCLCF OCLCQ DEBBG ZCU OCLCQ MERUC MNM ICG OCLCO OCLCQ DKC OCLCQ Accelerating Your Development as a Leader a Guide for Leaders and their Managers John Wiley & Sons 2011 John Wiley & Sons 1 online resource (325) 1 online resource (325) Text txt rdacontent computer c rdamedia online resource cr rdacarrier Cover -- Contents -- Part I: Participant8217;s Guide -- Participant8217;s Preface -- Chapter One: Managing A Company Of One -- Chapter Two: Closing The Gap -- Chapter Three: Building Your Plan -- Chapter Four: Leveraging Developmental Assignments -- Chapter Five: Accelerating Your Learning -- Chapter Six: Managing Your Personal Brand -- Part II: Leader8217;s Guide -- Leader8217;s Preface -- Chapter One: The What And The Why Of Managerial Coaching -- Chapter Two: How To Implement Coaching -- Chapter Three: Helping Others To Identify Developmental Gaps -- Chapter Four: Helping Others Build Their Plans -- Chapter Five: Helping Others Leverage Developmental Assignments -- Chapter Six: Helping Others Accelerate On-The-Job Learning -- Chapter Seven: Coaching Others On Brand Management -- About The Author -- Index "The book will be used in a variety of ways: To jump-start high-potential development training programs As part of an organization's training program in 'managers as coaches To support self-study and self-directed development on the part of high-potential leaders As an HR handout piece to help senior executives understand their roles as HIPO mentors and sponsors To provide a useful approach to HIPO development for L & D, OD, and HR leaders who have been tasked with initiating high-potential leadership development programs To support executive coaching certificate programs sponsored by universities and private consultants As a useful handout tool for executive coaches who are attempting to bring their clients and clients' managers in alignment regarding the intended goals, outcomes, and process involved in high-potential development. Part 1 Chapter 1: Identify the Gap The chapter explains how to use focus groups and assessment interviews to identify such positions. It also explains how to use scenario development to forecast future leadership requirements, and to identify those future demands that are very different from the current state. Chapter 2: Build the Plan: This chapter suggests taking the opposite approach, by first identifying the key demand features of next-level assignments. Simply put, the development plan should be able to spell out how a leader will be needed to grow and develop in order to successfully meet next-level challenges. Examples would include the ability to develop yearly sales and revenue forecasts, negotiate multiproduct sales with key corporate clients, or secure sponsorship for corporate initiatives. Chapter 3: Identify Test Points and Hurdles: This chapter explains how to pinpoint critical organizational events and experiences that can provide a clear test of where a leader currently is in the development process. Chapter 4: Guiding Accelerated Development: This chapter provides helps readers distinguish between "forward-focused coaching", or coaching for next-level assignments, and remedial and transitional coaching. It offers guidelines for improving the effectiveness of managerial coaching, third-party coaching, and peer coaching. Chapter 5: Tracking & Evaluation: Many leadership development efforts fail because they lack a formal process for helping leaders track their progress against set development goals. This final chapter spells out a simple approach for setting up such a tracking system. It also explains how to leverage technology (Ft. Hill's Friday5s system) to maintain momentum in coaching and to assess the overall effectiveness of the coaching process. Part 2 Chapters Leadership Personal coaching Executive coaching Management Executive coaching. Leadership. Management. Personal coaching. Electronic resource Barner, R.