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.
| ISBN | 978-1-11856-723-4 |
|---|---|
| Publisher | Wiley |
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.
Describing challenges and practices in multinational companies around the world, Using Experience to Develop Leadership Talent serves as a focused guide to how organizations can use on-the-job development to reshape leader development practices that better integrate work and learning.
| List of Figures, Tables, and Exhibits | xiii |
| Foreword: Series Editor | xvii |
| Foreword: A Senior HR Executive Perspective | xxi |
| Foreword: A Senior Line Executive Perspective | xxv |
| Acknowledgments | xxvii |
| The Contributors | xxxi |
| Section I: Introduction | 1 |
| 1 Experience-Driven Leadership Development: Surveying the Terrain | 3 |
| Morgan W. McCall, Jr., and Cynthia D. McCauley | |
| Section II: Putting Experience at the Center of Talent Development Systems | 17 |
| 2 Building Leadership Breadth at Eaton Corporation | 19 |
| Connie Wayne | |
| 3 Developing a Pipeline of Internal Leadership Talent at 3M | 42 |
| Karen B. Paul, Cindy Johnson, and Kathie Karls | |
| 4 Developing Leaders at All Levels at Yum! Brands | 64 |
| J. Tim Galbraith and Jim Howard | |
| 5 Experience-Based Development: Building a Foundation at Kelly Services | 93 |
| Brad Borland, Terry Hauer, and Laura Ann Preston-Dayne | |
| 6 Leading from Where You Are: Driving On-the-Job Development into the Whole Organization | 114 |
| Paul R. Yost | |
| Section III: Designing Job Experiences for Leader Development | 137 |
| 7 A Project-Based Approach to Developing High-Potential Talent in the Tata Group | 139 |
| Aditya Ahuja, Radhakrishnan Nair, and Asma Bagash | |
| 8 Collaborative Leadership in the Intelligence Community: Joint Duty Program | 154 |
| Elizabeth B. Kolmstetter | |
| 9 Advancing Strategic Work and Accelerating Leadership Talent at GlaxoSmithKline | 188 |
| Kim Lafferty and Steve Chapman | |
| 10 Developing IBM Leaders Through Socially Responsible Service Projects | 205 |
| Vicki L. Flaherty and Mathian Osicki | |
| 11 Using Part-Time Assignments to Broaden the Senior Leadership Pipeline at Genentech | 228 |
| Nisha Advani | |
| 12 An Indian Experience of Leader Development: The Fire of Experience and Krishna-Arjuna Coaching | 250 |
| P. V. Bhide, Meena Surie Wilson, Rajeev Kakkar, and Dilep Misra | |
| 13 Virtual Reality and Leadership Development | 278 |
| Randall W. Hill, Jr. | |
| Section IV: Maximizing Learning from Experience | 305 |
| 14 Formal Development Enhances Learning from Experience at Microsoft | 307 |
| Lori Homer | |
| 15 Experience-Based First-Line Manager Development at HEINEKEN | 331 |
| Mary Mannion Plunkett and Dagmar Daubner | |
| 16 Turning Experience into Expertise: The Everyday Learning Disciplines for Leaders | 355 |
| Jeffrey J. McHenry and D. Douglas McKenna | |
| 17 Catalytic Converters: How Exceptional Bosses Develop Leaders | 396 |
| Morgan W. McCall, Jr., and Jeffrey J. McHenry | |
| Section V: Conclusion | 423 |
| 18 Putting Experience at the Heart of Leader Development: Concluding Thoughts | 425 |
| Cynthia D. McCauley and Morgan W. McCall, Jr. | |
| Name Index | 437 |
| Subject Index | 443 |
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