By Dr. Robert W. Barner
Having a whole supplement of top-notch management expertise is among the most important wishes of any company. "Bench power" deals a realistic and unique method of the problem of preserving a robust and versatile "bench," a deep roster of most sensible expertise which are modern day group gamers and tomorrow's group leaders.
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Weit über den systemischen Ansatz hinaus eröffnen die Herausgeber Perspektiven für die integrale Organisationsentwicklung (IOE) und integrales Führen (IF), die in untrennbarer Wechselbeziehung stehen. Dieses Buch stellt nicht nur den aktuellen Stand der integralen Forschung dar, sondern wagt auch den Blick in Unternehmen, die Teile dieser Philosophie bereits umsetzen und es bietet konkrete instruments zur Adaption der Erkenntnisse ins eigene Unternehmen.
Additional resources for Bench Strength: Developing the Depth and Versatility of Your Organization's Leadership Talent
Does your CTO candidate have corporate-wide experience at the executive level? Can your candidate ‘‘scope up’’ to the job, or will this person be lost in organizational complexity? 8. Has a high tolerance for ambiguity. Be careful of CTO candidates who tend to size up people very quickly and who sort people into simple black and white categories. These types of people tend to make snap decisions on leadership talent issues that lack depth and rigor. In contrast, during a leadership assessment or selection interview, a good CTO will go beyond the obvious questions to explore subtle and easily overlooked areas for review.
The new director had replaced the previous director who was terminated due to poor performance. The previous director was loved by his team because of his personable and caring leadership style. Unfortunately, another feature of this style was that he didn’t force his sales managers to be accountable for their performance. As a result of these interviews, I determined that it was true that the sales director needed coaching on how to provide performance feedback and to more effectively communicate to her team the rationale for change.
The six steps of talent. 2 Current Organization’s Business Goals & Environment 3 Current Organizational Structure 4 Current Leadership Template Assess Performance Gap Anticipate Organizational Transition Identify Changing Leadership Requirements 1 Future Identify Organization’s Business Goals & Environment Future Organizational Structure Future Leadership Template 5 Perform Talent Capabilities Assessment Do we have what we need to move forward? 6 Plan & Implement Close the gap actions. Talent acquisition, development, retention.