Feeding Your Leadership Pipeline

Daniel R. Tobin

Description

Over the next 5 to 10 years, companies will be faced with retiring baby boomer leadership talent and will need to develop the next generation of leaders. Many large companies have substantial leadership development programs in place, but what about small to mid-sized companies facing the same talent crisis but without the resources or programs to replace their key leaders? Feeding Your Leadership Pipeline provides a blueprint for leadership development precisely for these smaller companies. It presents a menu of options to identify high-potential talent, define key leadership competencies in your company, provide easy-to-implement steps to build a leadership development program, harness the power of mentoring and coaching, evaluate program effectiveness, and calculate what it will cost.

Sujets

• Efficacité professionnelle
• Efficacité
• Business
• Economics
• Training
• Employabilité, métiers et formations

Informations

• Publié par: Association for Talent Development
• Date de parution: 01 août 2010
• Nombre de lectures: 0
• EAN13: 9781607285847
• Langue: English

Extrait

Praise for Feeding Your Leadership Pipeline
“Feeding Your Leadership Pipeline is the most comprehensive, practical, and inviting book on the fundamentals of leadership development that I have had the pleasure of reading. Tobin has done a masterful job of compiling all the tools, plans, processes, and programs that every small and medium-sized business needs to develop its future talent. And, it’s extremely easy to read and easy to use. It’s an extraordinary achievement, and you don’t have to look any further than Feeding Your Leadership Pipeline for all the expert advice you need to build the leadership muscle in your organization.”
Jim Kouzes Bestselling coauthor, The Leadership Challenge Dean’s Executive Professor of Leadership, Leavey School of Business, Santa Clara University
“Tobin offers pragmatic, tested, and insightful approaches and tools to create an effective leadership development program tailored to small and medium-sized enterprises where improved talent can quickly make a difference. His four components of LDP (education, experience, guidance, and reinforcement) are well thought through and come with specific worksheets for making them happen. Any leader, HR professional, or trainer would be well served to follow his advice.”
Dave Ulrich Professor, Ross School of Business, University of Michigan Partner, The RBL Group
“Dan Tobin designed and developed a leadership development program at the company where I was HR director. Based on the model for leadership development presented in this book, the program was an overwhelming success and helped the company to prepare its next generation of leaders. Many of the participants continued on into larger leadership roles both within and outside the company.”
Karen Kinsley Vice President, Talent Management & Development Thermo Fisher Scientific
“Here is another gift to the industry from a man who is not following the trends, but setting them. Tobin’s book is targeted in scope and application and focuses on methods that will produce measurable results rather than just activity and good intentions. His model—grounded on doing a few things, and doing them well—will help you succeed in attracting and leveraging your leaders of the future.”
Jim Kirkpatrick, PhD Kirkpatrick Partners Author, Training on Trial
“Feeding Your Leadership Pipeline is a very timely and highly practical book. Dan’s pulls together his extensive leadership development experience into a concise, engaging, and extremely helpful how-to format. His examples, charts, sidebars, checklists, and writing style make this gem a rare book that’s both entertaining and a highly useful reference manual.”
Jim Clemmer Practical leadership author, workshop/retreat leader, and consultant
“Tobin’s model for a leadership development program can help the small to mid-sized company build its next generation of leaders without having to invest in a large leadership development staff. His book is full of practical advice that can help CEOs and their HR staffs meet the challenges of filling senior positions that will soon open up as the baby boomer generation begins to retire.”
Stewart D. Friedman Bestselling Author, Total Leadership: Be a Better Leader, Have a Richer Life
“Dan Tobin is spot on both in his assessment of the need to develop next-generation leaders and in his approach to keep the ‘leadership pipeline’ full of capable candidates.”
Ken Shelton Editor and publisher, Leadership Excellence
“For those companies struggling with how to fill their leadership pipeline—but not fortunate enough to be blessed with an existing system—this book gives practical, effective, and affordable ideas for how to get started on developing the next generation of leaders before a shortage of talent becomes a business calamity.”
Randall S. Peterson Professor of Organizational Behavior and Deputy Dean (Faculty) London Business School
“Business people face the same question: Who’s going to run this company when I’m gone? Finding and nurturing the right people today will turn them into the best leaders tomorrow. This book is for any business owner who wants to ensure that the next generation will take good care of his or her company.”
Gene Marks Author, In God We Trust, Everyone Else Pays Cash: Simple Lessons From Smart Business People
“Over the past 10 years, middle-market businesses have become the object of affection for hordes of suppliers, provoking much dissonance among those in need of services. Where to turn for authoritative counsel? If structuring and building your entire leadership team is what’s on your mind, go no further than Dan Tobin’s Feeding Your Leadership Pipeline . Not only will it keep you out of trouble, it will help you supercharge your company for the power and growth phase that awaits you.”
Allan Cox Author, Your Inner CEO
“With a practical, common-sense approach, Tobin provides you with a process to create your own customized Leadership Development Program; the tools to implement it immediately; a perspective for how to enrich the value to your organization; and advice to ensure its success. If your organization is searching for a means to address its impending leadership gap, Tobin has a ready-to-implement answer, with an implementable idea on every page. This is the most useable leadership development book of its kind.”
Elaine Biech Editor, The ASTD Leadership Handbook Author, Training for Dummies

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ASTD Press is an internationally renowned source of insightful and practical information on workplace learning and performance topics, including training basics, evaluation and return-on-investment, instructional systems development, e-learning, leadership, and career development. Visit us at www.astd.org.
Ordering information for print edition: Books published by ASTD Press can be purchased by visiting ASTD’s Website at store.astd.org or by calling 800.628.2783 or 703.683.8100. Library of Congress Control Number: 2009930560(print edition only) Print edition ISBN: 978‐1‐56286‐710‐2 PDF E‐book edition ISBN: 978‐1‐60728‐584‐7 2010‐1
ASTD Press Editorial Staff:
Director: Adam Chesler Manager, ASTD Press: Jacqueline Edlund-Braun Senior Associate Editor: Tora Estep Senior Associate Editor: Justin Brusino Associate Editor: Victoria DeVaux Copyeditor: April Michelle Davis Indexer: April Michelle Davis Proofreader: Kris Patenaude Interior Design and Production: Kathleen Schaner Cover Design: Ana Ilieva Foreman Cover Art: iStockphoto, Frank Ramspott
Contents Introduction ix 1. Identifying Your Company’s High-Potential Talent 1 2. Components of a Leadership Development Program 21 3. LDP Education Sessions 33 4. LDP Experiential and Action Learning 63 5. LDP Individual Development Plans and Guidance 89 6. LDP Mentoring, Coaching, and Reinforcement 107 7. Participant Assessment and Program Evaluation 123 8. Roles in the LDP 141 9. Getting Started 149 10. How Much Will It Cost? 161 Appendix 173 References 183 About the Author 185 About the ASTD 187 About Berrett-Koehler 188 Index 189
Introduction
T he statistics are clear. As reported by Natasha Tiku in Inc. magazine, “Over the next two decades, 78 million baby boomers will turn 65, the traditional retirement age. That’s going to create a talent shortage, particularly in industries such as health care, education, engineering, and financial services. In 2005, workers over 55 represented 16 percent of the work force; by 2020 that will rise to almost 25 percent.”
This book is designed to help small to mid-sized companies (defined as companies with fewer than 5,000 employees) that are struggling with the pending retirement of many of their leaders over the next five to 10 years and trying to determine from where their next generation of leaders will come. At one mid-sized utility, the general manager of power generation (the largest group within the company) said that nine of the 11 top people in his business unit were eligible to retire in the next five years and he had no idea where to find their replacements. When asked what the company had done to develop replacements for these key people, he replied: “I sent one guy to a weeklong program at [a well-known training vendor]. It cost a small fortune, and it didn’t change a thing!”
Many large companies have built substantial leadership development organizations, usually as part of their human resources (HR) groups, to develop leaders at all levels of the company. Perhaps the most respected company in this category is General Electric, which has a long tradition of leadership development, consistently promoting new CEOs from within and supplying both themselves and many other Fortune 500 companies with generations of chief executives and other top-level officers.
In much of the business literature on developing future leaders within a business, General Electric’s approach to leadership development is cited as a best practice. But few small to mid-sized companies have the resources to build a facility like GE’s Crotonville, and most companies do not have large staffs dedicated to developing their companies’ next leaders, so, for them, this best practice is irrelevant. The focus of this book is not on best practices, which may be only marginally relevant to the small to mid-sized company, but on excellent practices from many companies, large and small, and on approaches