By Robert Barner

A useful source for HR pros and govt coaches, this ebook specializes in the right way to decrease the time had to organize high-potential (HIPO) leaders for next-level positions. offering the best tendencies, instruments, and strategies within the undefined, the booklet demystifies the method of HIPO improvement. It features a robust five-step procedure for expanding leaders' readiness, in addition to an entire set of instruments for operating workshops on developmental making plans and training. this article additionally serves as a center textual content for the author’s government training certificates courses.

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Additional info for Accelerating Your Development as a Leader: A Guide for Leaders and their Managers

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Jamie already knew that the new job required the technical skill of being able to repurpose news, such as reducing extended story content intended for one of the company’s newspapers into the leaner, more crisp format that works well for the Internet. During our first developmental coaching session, I encouraged Jamie to probe further to identify other Closing the Gap 33 1. The new director would be managing a totally new work function that lacked historical credibility (some managers doubted the need for such a position, while others were threatened by the fear that it was going to intrude on their sovereign turf).

This change would mean that, instead of being subsumed as an expense burden under the company’s corporate marketing department, the function would stand alone as a revenuemaking unit. Given these changes, Randy realized that not only would he have to convince his executive team that he had the skills needed to perform the GM role as it stood today, but he would have to demonstrate that he was able to take the next step and transform this start-up into a fast-growth revenue-generating unit. Building Your Plan 43 • Being able to develop a strategic plan that would establish a viable path to profitability (P2P) for the newly created enterprise.

In the same way, professionals who make use of an outcome-based development model recognize that career targets are not static. Rather, when these individuals identify a career target that lies two to three years down the path, they continually adapt their development plans and career goals to take into consideration changes in market conditions, business requirements, and organizational structure. In this way they ensure that they can succeed in the evolving job role that they’ve selected. Case in Point: Randy Randy was one of two marketing directors employed by a direct marketing consulting firm.

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