By Robert Barner
A useful source for HR pros and govt coaches, this e-book specializes in the right way to lessen the time had to arrange high-potential (HIPO) leaders for next-level positions. offering the top traits, instruments, and methods within the undefined, the ebook demystifies the method of HIPO improvement. It incorporates a strong five-step procedure for expanding leaders' readiness, in addition to an entire set of instruments for working workshops on developmental making plans and training. this article additionally serves as a center textual content for the author’s govt training certificates courses.
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Additional resources for Accelerating Your Development as a Leader: A Guide for Leaders and their Managers
It is important to identify development goals and supporting activities on which you can truly take action. To ensure that you do this, avoid development goals that imply changes to your intentions or internal psychological processes, rather than observable behaviors. The goal statement, “I want to become more self-aware” says little. Trying to act on this goal is a bit like nailing gelatin to the wall—it simply won’t hold. If you are unsure about whether or not one of your development goals is actionable, ask yourself the following questions: • If I improve or strengthen myself in this area, how will it be apparent to others?
This could also be a co-worker who has agreed to work with you as a peer coach. In a peer coaching arrangement you and your selected co-worker agree to read through this book and to meet on a regular basis to discuss the completion of your respective Next Step assignments. It is not important that the person you select have an intimate understanding of your current job or your career target, His or her role for this assignment will be merely to meet with you for an hour and take the role of a troubleshooter and sounding board as you discuss the career target.
Although Tom performed exceptionally well when he was working with data, he never took the lead when he participated in team brainstorming sessions, nor did he attempt to take the lead role when assigned to projects with his peers. At one point, Tom was invited to attend the CEO’s annual planning session (a high-status event typically restricted to senior executives). I observed him spending his break time playing with his BlackBerry rather than taking the opportunity to reach out and introduce himself to key executive stakeholders.