Catalogue


Talent leadership : a proven method for identifying and developing high-potential employees /
John Mattone with Luiz Xavier ; foreword by Jac Fitz-enz.
imprint
New York : American Management Association, c2013.
description
xix, 282 p. : ill. ; 24 cm.
ISBN
9780814432396 (alk. paper)
format(s)
Book
Holdings
More Details
imprint
New York : American Management Association, c2013.
isbn
9780814432396 (alk. paper)
contents note
What is talent leadership? -- The stealth fighter needs a target: the importance of competencies -- The leadership wheel of success: the outer core -- The leadership wheel of success: the inner core and coaching from the inside out -- The nuts and bolts of positive performance management (PPM) -- Succession planning: using assessment to calibrate performance, potential, and readiness -- Psychodynamic model of executive maturity: the enneagram -- Understanding the heart leader triad: helpers, entertainers, and artists -- Understanding the head leader triad: thinkers, disciples, and activists -- Understanding the gut leader triad: drivers, arbitrators, and perfectionists -- Integrating assessment results and executive coaching: development -- Appendix A: diagnosing the health of your human capital/talent management practice -- Appendix B: diagnosing the health of your succession management program -- Appendix C: the Mattone leadership enneagram index (MLEI).
abstract
"Great leaders drive the bottom line, which is why organizations pour money into leadership development. But most companies have no real way to gauge whether their endeavors are paying off—much less where they are falling short. Talent Leadership shows how to set up a world-class leadership-development program—and have the metrics to prove it! Packed with research findings, best practices, case studies, proprietary assessments, and more, this innovative book explains how to: employ assessments to benchmark current and future executive talent; use the resulting data to identify leaders with potential based on their capabilities, commitment, and alignment with organizational goals; leverage analysis to target training and coaching where they will have the greatest impact on individual performance and overall operating success. By measuring, calibrating, and recalibrating the leading indicators that directly predict organizational health and the ability of leaders to meet those needs, HR and OD professionals will bring a much-needed numbers focus to their crucial talent development efforts. This book is for leaders of HR, Talent Management, OD/MD professionals, and the vast population of operating managers who are charged with identifying, managing and developing high-potential and emerging leaders."--Publisher's website.
catalogue key
8822174
 
Includes bibliographical references (p. 267-269) and index.
A Look Inside
Excerpts
Flap Copy
McKinsey's seminal "War for Talent" research painted a grim picture of human capital practices: Only 19 percent of companies were viewed as attracting talented people, and 8 percent of retaining them. Equally discouraging, a miniscule 16 percent demarcated employees as A, B, or C players. Sadly, the picture has barely improved. Becoming a "best in class" talent management organization requires, in part, correctly identifying, developing, and promoting leaders and future leaders who possess the capability to excel in higher-level roles. While that sounds simple enough, the fact is: When it comes to selecting and promoting the "best of the best," most organizations make far too many mistakes. Most organizations rely too heavily on subjectivity and management opinion when making promotion and high-potential decisions. For an organization to excel operationally now and into the future, they must select and promote leaders and future leaders who demonstrate they have the capability (can do), commitment (will do), and alignment (must do) required to help drive the organization to succeed. These three elements are the "leading indicators," that predict both leader and organization success. Organizations that focus on passionately and diligently assessing, measuring, and calibrating these leading indicators, will achieve breakthrough operating results! Talent guru John Mattone's groundbreaking Talent Leadership shows you how to use metrics for benchmarking current and future talent, for turning assessment data into targeted coaching and development, and for linking the strength of your leadership development practices with organizational health, as measured by EBITA, sales, revenue, and other key financial data. Drawing on more than 30 years of research and experience, including coaching work with over 200 executives and consulting work with more than 250 organizations, Mattone's simple, yet profound approach to leader identification and development will open your eyes to the qualitative and quantitative value HR can bring to organizations and equip you, the HR or operating executive, with the tools for achieving success, including: The 4Ds of robust talent management systems: deployment (selecting and promoting talent), diagnosis (continually assessing leader, individual, and team capability), development (continuously developing that capability), and demarcation (rewarding performance). The Stealth Fighter Model: a diagnostic tool that links each element of your talent management practices, including assessing the strength of your 4Ds; measuring the leading indicators of leadership potential; weighing individual, team, and organizational performance; and determining if your leadership practices are contributing to or detracting from operational excellence. The Wheel of Success: a universal target of leadership success consisting of an outer core of nine strategic skills and an inner core of seven intrapersonal and interpersonal elements that strongly affect a leader's ability to grow and develop his or her outer coreplus much more. The best predictor of a leader's future behavior is more than just his or her past behavior; it also requires the deliberate assessment, alignment, and development of those skills, motivation factors, and personality elements required for success in future leadership positions. Talent Leadership will help you make the most effective strategic human resources decisions so that you can propel your leaders and future leaders to higher levels of success while driving stellar operating resultswith the metrics to prove it. John Mattone is the president of JohnMattonePartners, Inc., a global leadership consulting firm. He is a sought after keynote speaker and coach to many of America's leading corporations. He also teaches in the executive MBA program at Florida Atlantic University and, in 2011, was named to the "guru radar" by the prestigious Thinkers50. He lives in Orlando, Florida. John can be reached at johnmattonepartners@gmail.com. Luiz Xavier is a doctoral candidate in the Industrial/Organizational Psychology program at the University of Central Florida.
First Chapter

Introduction

 

In today’s challenging economy, leaders at all levels are facing enormous challenges when it comes to achieving and sustaining breakthrough operating results. Globalization, economic change, more stringent regulation, and tougher governance make realizing shareholder value increasingly difficult. But there is another challenge: In a breakthrough executive trends global research study I conducted with my colleague, Bonnie Hagemann, which was published by Pearson in 2011, we clearly confirmed that identifying and developing high-potential and emerging leaders is and will continue to be one of the top business issues facing CEOs; 40 to 70 percent of all executives in most organizations will become eligible for retirement in the next five years.

 

In our increasingly knowledge-driven world economy, organizations are right to fear this imminent brain drain, suspecting that, when executives leave the firm, business may follow. Yet high-potentials and emerging leaders—those most likely to rise to fill those highest positions—account for less than 8 to 10 percent of the talent pool. That’s in the United States. In other countries, like Canada, Australia, the United Kingdom, Japan, and China, and in just about every country except India and various countries in Africa and South America, this issue is as pronounced as it is in the United States, if not more so. Therefore, identifying, developing, and retaining such rare talent truly is a mission-critical global challenge for CEOs, senior executives, managers, and HR directors.

 

Talent Leadership: A Proven Method for Assessing and Developing High-Potential Employees is written for leaders of HR, talent management, OD/MD professionals, and the vast population of operating managers who are charged with identifying, managing, and developing high-potential and emerging leaders. Talent Leadership is a research- and empirically based book that uses my Stealth Fighter Model as the foundation for explaining the predictive relationships that exist between an organization’s leadership assessment and development practices and their achieving ultimate operating success.

 

As you read this book, you will learn about organizations that excel in:

 

1. Using assessments to benchmark current and future executive talent.

2. Leveraging accurate assessment data in the form of targeted development

through the use of coaching and other means.

3. Understanding the difference between performance and potential, accurately

differentiating talent on both, and achieving significantly greater

operating results as measured by EBITDA, net profit, and other critical

operating metrics.

This book contains the best of what I have learned in my 30 years as a human capital and leadership consultant, executive coach, and industrial psychologist. I have included a number of best practices, case study examples, authoritative research, practical assessments, as well as a variety of practical tools and models to equip you, the reader, with the knowledge, skills, and passion to become superior HR leaders who are acknowledged and respected by their operating peers as critical drivers of operating excellence.

 

The Essence of Talent Leadership

 

Organizations that excel in leadership assessment and development create a culture in which current and future leaders continuously develop:

 

* Capability: The competencies and skills to execute—the can-do

* Commitment: The passion, drive, and motivation to execute—the will-do

* Alignment: The degree of “connectedness” a leader has to the strategic mission

and vision of the organization—the must-do

 

Great leaders, by virtue of their Capability, create, in turn, a culture for their employees and teams in which they become more Capable, Committed, and Aligned.  These three magical elements are called Leading Indicators: They predict operating results. Therefore, it is vital that organizations measure, calibrate, and recalibrate their current and future leaders on these Leading Indicators and leverage this calibrated data and information using executive coaching and development.

 

In reading this book, you will learn to:

 

● Understand and articulate the numerous internal and external talent management

challenges your organization encounters.

● Understand and articulate the relationship between the relative strength of

your leadership assessment and development practices and your ability to

successfully combat any internal or external challenge.

● Understand and articulate the predictive relationships that exist between

leadership assessment and development systems and practices; key leadership

Leading Indicators; individual and team performance; and ultimate

operating metrics.

● Establish a common language, vocabulary, and set of principles for establishing

a powerful talent management mindset and culture in your own organization.

● Understand and apply the skills and techniques that will enable each HR

and operations leader to excel in the execution of superior leadership assessment,

coaching and development practices, and systems.

● Understand and apply the skills that will enable each HR and operations

leader to better calibrate leadership performance and potential.

● Understand and apply the Psychodynamic Model of Executive Maturity (the

Enneagram) as an important foundation step for identifying a leader’s predominant

leadership style and level of executive maturity (the key to engaging in powerful

coaching conversations).

● Understand and apply the principles of assessment data integration—

connecting the dots and aggregating compelling assessment data.

● Understand and apply the principle of coaching from the inside out, that

is, coaching leaders to understand their inner core values, references, selfconcept,

and essential “character” as a foundation for driving empowering

thoughts, behavior, and winning results.

● Develop and commit to a personal action plan designed to increase each

HR and operations leader’s success as a Talent Leader.

 

This book originated from four sources:

1. Experiences from traveling all over the globe for the last 30 years

2. Research I have conducted and continue to conduct on Trends in Talent

Management & Executive Development

3. Consulting with over 250 organizations

4. Coaching over 200 executives

 

My speaking, consulting, and executive coaching work has put me in contact with many types of organizations and people all over the world. I listened, observed, and gave assistance when and where needed. This book reflects the essence of what I learned about how organizations can strengthen their leadership assessment  and development practices and realize impressive operating results. As an industrial psychologist, I have long respected assessment and measurement. From a pure measurement standpoint, I have learned that strong predictive relationships exist between the strength of an organization’s leadership assessment and coaching practices and such operating metrics like EBITDA and net income. As an executive coach and consultant, I also have enormous respect for the qualitative aspects of helping leaders and organizations achieve breakthrough performance. I have learned that many organizations are neither prepared nor equipped to leverage calibrated assessment data to drive better development and succession decisions. Unfortunately, the proliferation of coach training and certification programs out there oft en fail to meet either the organizations’ or the coaches’ expectations.

 

Based on my experience, here are some of the reasons why this occurs:

 

1. They don’t emphasize the proper use of a variety of diagnostic assessments to

calibrate performance, potential, and readiness.

2. They don’t provide sufficient depth regarding the proper interpretation of

individual assessments.

3. They don’t emphasize the critical “art and science” of properly integrating

and interpreting perception and objective assessments.

4. They don’t teach the how-to’s of integrating assessment results into a simple,

practical Individual Development Plan.

5. Most importantly, they don’t teach how leaders and coaches can literally

“unlock and unleash” executives’ potential by assessing and developing both

their inner-core attributes and outer-core leadership competencies (more

on this in Chapters 4 and 11).

 

Given these reasons, my objective in writing this book is to help you become a stronger HR representative in the boardroom, a stronger assessment guru, and a stronger executive coach. I want you to practice as a professional in this arena with a healthy respect for the predictive nature of what we do and the pure quantitative value we can bring to organizations. But also, I want you to practice with a healthy respect for the qualitative, “softer” nature of what we do and the value we can bring through personal touch, respect for others, and character. For the operational leaders who read this book, my objective is to equip you with sound ideas and practical tools that enable you to accurately identify and develop your current and emerging leaders. As a CEO or any operating leader, you can have no more noble or worthy a pursuit, given the operational and demographic challenges you encounter, than deploying the strategy of identifying and developing your current and emerging leaders as a means to mitigating your operating risk now and in the future.

Reviews
Review Quotes
John Mattone included in Leadership Excellence magazine's 2012 Best in Leadership Development Ranking.
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Summaries
Back Cover Copy
Great leaders drive the bottom line, which is why organizations pour money into leadership development. But most companies have no real way to gauge whether their efforts are paying offmuch less where they are falling short. Talent Leadership unlocks the secret of building a world-class leadership identification and development program by using assessment and calibration as foundational tools. Unlike most leadership development efforts that look at "lagging indicators," such as cost per hire or turnover, this book identifies far more important metrics that actually predict operating results: the "leading indicators" of capability, commitment, and alignment with organizational goals. Packed with research findings, best practices, case studies, proprietary assessments, and more, the book explains the key components of exceptional leadership development practices employed by great organizations, including how to: Employ assessments to benchmark current and future executive talent Use the resulting data to identify leaders with potential based on their capabilities, commitment, and alignment with organizational goals Leverage your analysis to target training and coaching where they will have the greatest impact on individual performance and overall operating success Talent Leadership helps you push past the myopic practices of hiring and promoting technically proficient people who lack the motivation and vision to successfully lead. This book is for leaders of HR, talent management, OD/MD professionals, and the vast population of operating managers who are charged with identifying, managing, and developing high-potential and emerging leaders. Advance Praise for Talent Leadership : "Through countless interviews, extensive global travel, and years of consulting and coaching hundreds of organizations and leaders, John Mattone has developed a fool-proof method for identifying and developing leaders and prospective leaders. In his new book, John shares knowledge that took him three decades to amass. How fortunate that we can benefit from his wisdom simply by reading Talent Leadership ." Marshall Goldsmith , million-selling author of the New York Times bestsellers MOJO and What Got You Here Won't Get You There "This is a must-read for every CEO, senior leader, and HR executive, if they want to drive breakthrough operating results." Dan Hoeyer , CEO, Business Educators, Inc. "John Mattone's Talent Leadership book and personal coaching and consulting have proven instrumental in developing our talent management strategies. We are now very adept at aligning our people capabilities with our business strategy, and as a result we are driving sustained bottom-line performance." Richard Swanson , President & CEO, Nebraska Machinery
Back Cover Copy
Great leaders drive the bottom line, which is why organizations pour money into leadership development. But most companies have no real way to gauge whether their efforts are paying offmuch less where they are falling short. Talent Leadership unlocks the secret of building a world-class leadership identification and development program by using assessment and calibration as foundational tools. Unlike most leadership development efforts that look at "lagging indicators," such as cost per hire or turnover, this book identifies far more important metrics that actually predict operating results: the "leading indicators" of capability, commitment, and alignment with organizational goals. Packed with research findings, best practices, case studies, proprietary assessments, and more, the book explains the key components of exceptional leadership development practices employed by great organizations, including how to: Employ assessments to benchmark current and future executive talent Use the resulting data to identify leaders with potential based on their capabilities, commitment, and alignment with organizational goals Leverage your analysis to target training and coaching where they will have the greatest impact on individual performance and overall operating success Talent Leadership helps you push past the myopic practices of hiring and promoting technically proficient people who lack the motivation and vision to successfully lead. This book is for leaders of HR, talent management, OD/MD professionals, and the vast population of operating managers who are charged with identifying, managing, and developing high-potential and emerging leaders. Advance Praise for Talent Leadership : "Through countless interviews, extensive global travel, and years of consulting and coaching hundreds of organizations and leaders, John Mattone has developed a fool-proof method for identifying and developing leaders and prospective leaders. In his new book, John shares knowledge that took him three decades to amass. How fortunate that we can benefit from his wisdom simply by reading Talent Leadership." Marshall Goldsmith , million-selling author of the New York Times bestsellers MOJO and What Got You Here Won't Get You There "This is a must-read for every CEO, senior leader, and HR executive, if they want to drive breakthrough operating results." Dan Hoeyer , CEO, Business Educators, Inc. "John Mattone's Talent Leadership book and personal coaching and consulting have proven instrumental in developing our talent management strategies. We are now very adept at aligning our people capabilities with our business strategy, and as a result we are driving sustained bottom-line performance." Richard Swanson , President & CEO, Nebraska Machinery
Bowker Data Service Summary
Great leaders drive the bottom line, which is why organizations pour money into leadership development. But most companies have no real way to gauge whether their endeavors are paying off - much less where they are falling short. This book shows how to set up a world-class leadership-development programme.
Description for Bookstore
Great leaders drive the bottom line, which is why organizations pour money into leadership development. But most companies have no real way to gauge whether their endeavors are paying offmuch less where they are falling short. Talent Leadership shows how to set up a world-class leadership-development programand have the metrics to prove it!Packed with research findings, best practices, case studies, proprietary assessments, and more, this innovative book explains how to: Employ assessments to benchmark current and future executive talent Use the resulting data to identify leaders with potential based on their capabilities, commitment, and alignment with organizational goals Leverage analysis to target training and coaching where they will have the greatest impact on individual performance and overall operating success By measuring, calibrating, and recalibrating the leading indicators that directly predict organizational health and the ability of leaders to meet those needs, HR and OD professionals will bring a much-needed numbers focus to their crucial talent development efforts.
Main Description
Great leaders drive the bottom line, which is why organizations pour money into leadership development. But most companies have no real way to gauge whether their endeavors are paying off - much less where they are falling short. Talent Leadership shows how to set up a world-class leadership-development program - and have the metrics to prove it!Packed with research findings, best practices, case studies, proprietary assessments, and more, this innovative book explains how to: - Employ assessments to benchmark current and future executive talent - Use the resulting data to identify leaders with potential based on their capabilities, commitment, and alignment with organizational goals - Leverage analysis to target training and coaching where they will have the greatest impact on individual performance and overall operating success By measuring, calibrating, and recalibrating the leading indicators that directly predict organizational health and the ability of leaders to meet those needs, HR and OD professionals will bring a much-needed numbers focus to their crucial talent development efforts.
Main Description
Great leaders drive the bottom line, which is why organizations pour money into leadership development. But most companies have no real way to gauge whether their endeavors are paying off - much less where they are falling short. Talent Leadership shows how to set up a world-class leadership-development program - and have the metrics to prove it!Packed with research findings, best practices, case studies, proprietary assessments, and more, this innovative book explains how to: * Employ assessments to benchmark current and future executive talent * Use the resulting data to identify leaders with potential based on their capabilities, commitment, and alignment with organizational goals * Leverage analysis to target training and coaching where they will have the greatest impact on individual performance and overall operating success By measuring, calibrating, and recalibrating the leading indicators that directly predict organizational health and the ability of leaders to meet those needs, HR and OD professionals will bring a much-needed numbers focus to theircrucial talent development efforts. This book is for leaders of HR, Talent Management, OD/MD professionals, and the vast population of operating managers who are charged with identifying, managing and developing high-potential and emerging leaders.
Main Description
Great leaders drive the bottom line, which is why organizations pour money into leadership development. But most companies have no real way to gauge whether their endeavors are paying off-much less where they are falling short. 'Talent Leadership' shows how to set up a world-class leadership-development program-and have the metrics to prove it!Packed with research findings, best practices, case studies, proprietary assessments, and more, this innovative book explains how to: - Employ assessments to benchmark current and future executive talent - Use the resulting data to identify leaders with potential based on their capabilities, commitment, and alignment with organizational goals - Leverage analysis to target training and coaching where they will have the greatest impact on individual performance and overall operating success By measuring, calibrating, and recalibrating the leading indicators that directly predict organizational health and the ability of leaders to meet those needs, HR and OD professionals will bring a much-needed numbers focus to theircrucial talent development efforts. This book is for leaders of HR, Talent Management, OD/MD professionals, and the vast population of operating managers who are charged with identifying, managing and developing high-potential and emerging leaders.
Main Description
Great leaders drive the bottom line, which is why organizations pour money into leadership development. But most companies have no real way to gauge whether their endeavors are paying offmuch less where they are falling short. Talent Leadership shows how to set up a world-class leadership-development programand have the metrics to prove it!Packed with research findings, best practices, case studies, proprietary assessments, and more, this innovative book explains how to: Employ assessments to benchmark current and future executive talent Use the resulting data to identify leaders with potential based on their capabilities, commitment, and alignment with organizational goals Leverage analysis to target training and coaching where they will have the greatest impact on individual performance and overall operating success By measuring, calibrating, and recalibrating the leading indicators that directly predict organizational health and the ability of leaders to meet those needs, HR and OD professionals will bring a much-needed numbers focus to their crucial talent development efforts. This book is for leaders of HR, Talent Management, OD/MD professionals, and the vast population of operating managers who are charged with identifying, managing and developing high-potential and emerging leaders.

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