Make Talent Your Business: How Exceptional Managers Develop People While Getting Results
Berrett-Koehler Publishers, Jun 6, 2011 - Business & Economics - 210 pages
Despite considerable investment in resources and tools, many companies struggle to meet the demand for the talent they require. Make Talent Your Business” gets to the heart of the matter: Managers themselves are in the best position to help people learn from experience (the uncontested major source of development) and shows managers how to do it by using the five practices that work for managers who are exceptional at building talent. This set of practices goes well beyond the usual managerial coaching and performance management. It moves the focus from performance today to development of skills that truly "raise the game" of employees—skills such as in-the-moment judgment, customer relationship building and collaborative decision-making. Managers who grow talent enhance their own reputations and get better results, retain people, attract talent and make their organizations more agile and capable to deal with future challenges.
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Helping Good People Get Better Every Day
Make Every Day a Development Day
Tap the Psychological Side of Development
Connect People with Development Partners
Teach Skills to Navigate Organization Politics
Shape Your Environment to Drive Development
Put Exceptional Development Practices into Action
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360-degree feedback approach asked assignments behaviors Brooklyn Bridge build business results career challenge client coaching company’s complex Consider Corporate Executive Board corporate university create day a development deep smarts department’s developing employees EDEs development day development managers EDMs development partners developmental drive development EDM practice emotional emotional intelligence example exceptional developing employees exceptional development managers exceptional development practices exceptional managers experience feedback feel five practices GlaxoSmithKline goals help employees Here’s ideas identify impact influence interactions investment Jeannie John Kotter key opinion leaders L’Oréal leaders Lori Lou Gerstner meeting ment Navigate Organization opportunities organizational people’s political terrain potential practices into action questions relationships risk role self-awareness share skills staff strategy stretch talent development talent management talent your business talk teach team members team’s tion trust Tuck development Warren Bennis Wendy What’s you’ll