Real–world initiatives that turn experiences into leadership excellence
Developing strong leadership means intentionally leveraging the process of experienced–driven learning. It s a tall order, but 3M, Microsoft, Tata Group, HEINEKEN, and other organizations around the globe have done it. For the first time, the tactics they use to build outstanding leadership are collected in one volume, described by the very people who created them. In this book, I–O professionals, talent managers, and leadership researchers provide answers to questions like:
- How can organizations identify experiences that matter for leadership development?
- What techniques best help leaders take advantage of experience?
- What lessons do experiences offer and reinforce?
- How can coaching, mentoring, and training support on–the–job development?
- How can experience–based development initiatives align with strategic goals?
Praise for Using Experience to Develop Leadership Talent
It may be obvious that leadership is learned through experience, but it s far from obvious how organizations can use experience more systematically and effectively to develop the leaders they need. This book forges the path from the abstraction to the reality, and the lessons contributors have learned will help anyone interested in using experience to develop leadership talent.
Edward E. Lawler III, Distinguished Professor, Marshall School, University of Southern California
Using Experience to Develop Leadership Talent provides a wealth of case examples coupled with current thinking that will help companies grow talent through experience planning. This is a must have volume for talent management and leadership development practitioners in any setting.
Allan H. Church, Ph.D., Vice President Organization Development & Executive Assessment, PepsiCo
This exceptional book provides pragmatic case studies of learning through experience that help the reader turn ideas into actions and demonstrate how leading companies develop others through experience. Each case is a unique experience; the cumulative effect of all the cases is a pattern with principles for learning through experiences.
Dave Ulrich, Professor, Ross School of Business, University of Michigan, and Partner, The RBL Group
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
The Editors xxix
The Contributors xxxi
Section I: Introduction 1
1 Experience–Driven Leadership Development: Surveying the Terrain 3Morgan 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 19Connie Wayne
3 Developing a Pipeline of Internal Leadership Talent at 3M 42Karen B. Paul, Cindy Johnson, and Kathie Karls
4 Developing Leaders at All Levels at Yum! Brands 64J. Tim Galbraith and Jim Howard
5 Experience–Based Development: Building a Foundation at Kelly Services 93Brad Borland, Terry Hauer, and Laura Ann Preston–Dayne
6 Leading from Where You Are: Driving On–the–Job Development into the Whole Organization 114Paul 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 139Aditya Ahuja, Radhakrishnan Nair, and Asma Bagash
8 Collaborative Leadership in the Intelligence Community: Joint Duty Program 154Elizabeth B. Kolmstetter
9 Advancing Strategic Work and Accelerating Leadership Talent at GlaxoSmithKline 188Kim Lafferty and Steve Chapman
10 Developing IBM Leaders Through Socially Responsible Service Projects 205Vicki L. Flaherty and Mathian Osicki
11 Using Part–Time Assignments to Broaden the Senior Leadership Pipeline at Genentech 228Nisha Advani
12 An Indian Experience of Leader Development: The Fire of Experience and Krishna–Arjuna Coaching 250P. V. Bhide, Meena Surie Wilson, Rajeev Kakkar, and Dilep Misra
13 Virtual Reality and Leadership Development 278Randall W. Hill, Jr.
Section IV: Maximizing Learning from Experience 305
14 Formal Development Enhances Learning from Experience at Microsoft 307Lori Homer
15 Experience–Based First–Line Manager Development at HEINEKEN 331Mary Mannion Plunkett and Dagmar Daubner
16 Turning Experience into Expertise: The Everyday Learning Disciplines for Leaders 355Jeffrey J. McHenry and D. Douglas McKenna
17 Catalytic Converters: How Exceptional Bosses Develop Leaders 396Morgan W. McCall, Jr., and Jeffrey J. McHenry
Section V: Conclusion 423
18 Putting Experience at the Heart of Leader Development: Concluding Thoughts 425Cynthia D. McCauley and Morgan W. McCall, Jr.
Name Index 437
Subject Index 443