Nurturing the Talent to Nurture the Legacy: Career Development in the Family Business
Career development is often neglected in family firms, yet it is essential to the continuous process of building leadership capacity for the future. A well-planned and effective career-development process enables individuals meet the strategic challenges of the future. This guide enables family businesses to shed their "sink or swim" attitudes and foster the development of highly skilled leaders for succeeding generations of success.
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Ensuring Your Companys Future
2 Unique Considerations for Family Enterprises
3 WinWin Career Development
4 Catch Them while Theyre Young
5 Creating a CareerDevelopment Process
6 Maximizing Talent in a Family Business
7 Whos Responsible for What?
8 Translating Career Development into Promotion Decisions
9 Family Leaders Need Development Too
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Nurturing the Talent to Nurture the Legacy: Career Development in the Family ...
Amy M. Schuman
No preview available - 2010
360-degree feedback Aleta Arthur Ochs Sulzberger assessment become board members board of directors business CEO Business Consulting Group business families business-owning families career development career-development process career-development program challenges Chapter coach Committee communication company’s cousins create decisions development process employees employment policy evaluate EXHIBIT experience fair process family and business Family Business Center Family Business Consulting family employment family firm family leader family leadership family meetings family’s future leaders future leadership needs gap analysis goals growth guiding light Here’s honest human resources important Individual Learning Plan internships key company leadership development leadership positions Marietta ment mentor ness next-generation family members Next-Generation Involvement non-family executives non-family manager opportunities peers people’s performance appraisal performance management person potential leaders professional promotion responsibility role Sarah shareholder group Shareholders Ages sibling skills stage strategic success top management U.S. Oil understand young family members younger