Accelerating Leadership Development: Practical Solutions for Building Your Organization's Potential -- Contents -- Acknowledgments -- Introduction: The Business Performance Framework -- Part 1: Leadership and Succession -- Chapter 1: The Leadership Success Profile -- THE CRITICAL COMPONENTS -- Competencies (What I Can Do) -- Knowledge (What I Know) -- Experience (What I Have Done) -- Personality Traits/Motivation (Who I Am) -- THE BUCKET LIST -- COMPETENCIES, EXPERIENCE AND KNOWLEDGE -- Competencies -- Experience -- Knowledge -- THE IMPORTANCE OF PERSONALITY -- LAST THOUGHTS ON WHAT IT TAKES -- WHAT THE EXPERTS SAY -- Going beyond Core Personality Traits -- Competencies -- Knowledge and Experience -- Chapter 2: Identifying Leadership Potential -- PREDICTORS OF SUCCESS FOR FUTURE LEADERS -- 1. Cognitive Complexity and Capacity -- 2. Drive and Achievement Orientation -- 3. Learning Orientation -- 4. Personal and Business Ethics -- 5. Motivation to Lead -- 6. Social and Emotional Complexity and Capacity -- A MEETING OF MINDS -- DO WE TELL THEM OR NOT? -- WHAT THE EXPERTS SAY -- Leadership Potential -- Cognitive Complexity and Capacity -- Drive and Achievement Orientation -- Learning Orientation -- Personal and Business Ethics -- Motivation to Lead -- Social and Emotional Complexity and Capacity -- Chapter 3: Diagnosing Development Needs -- 1. THE MULTI-RATER SURVEY -- 2. KNOWLEDGE AND EXPERIENCE INVENTORY -- 3. THE HOGAN PERSONALITY ASSESSMENT TOOLS -- THE IMPORTANCE OF SELF-AWARENESS -- WHAT YOU KNOW, WHAT OTHERS KNOW -- WHAT THE EXPERTS SAY -- Personality and Leadership -- Self-Knowledge and Managerial Development -- Chapter 4: Prescribing Development Solutions -- THE IMPORTANCE OF SHOWING UP -- DELIBERATE PRACTICE MAKES PERFECT -- LEARN WHILE YOU WORK, WORK WHILE YOU LEARN -- STAYING ON TRACK -- INFORMAL LEARNING -- Communities of Practice.

Action Learning -- Informal Learning -- WHAT THE EXPERTS SAY -- Prescribing Development Solutions -- Individual Leader Development -- Chapter 5: Ensuring and Reviewing Development -- CREATE LEARNING TENSION -- IMPLEMENTATION AND REVIEW -- 1. Establish Accountability for the Execution of Development Plans -- 2. Develop and Implement Follow-Up Processes -- 3. Define and Implement the Communication Plan -- 4. Develop a Leadership Dashboard and Succession Activities Using Lead and Lag Measures -- 5. Plan and Execute Reviews of High Potentials' Development and Incorporate Lessons Learned -- WHAT THE EXPERTS SAY -- Identification and Development of High Potentials -- Part 2: Leadership in Action -- Chapter 6: Leaders as Coaches -- COACHING AND ACCOUNTABILITY -- EXECUTIVE, MANAGEMENT AND BUSINESS COACHING -- COACHING IN ACTION -- THE COACHING PROCESS -- 1. Initiate -- 2. Clarify -- 3. Explore -- 4. Act -- ESTABLISH NEXT STEPS -- ESTABLISH ACCOUNTABILITIES -- WHAT THE EXPERTS SAY -- Leader Development -- On Coaching -- Key Practice 1: Effective managerial coaches will clarify the results/performance outcomes that are truly needed or desired from junior managers -- Key Practice 2: Effective managerial coaches provide honest, ongoing, balanced performance feedback to junior managers -- Key Practice 3: Effective managerial coaches know how well subordinate managers are actually performing -- Key Practice 4: Effective managerial coaches understand the junior manager's strengths and weaknesses -- Key Practice 5: Effective managerial coaches provide expert advice on how to improve performance -- Key Practice 6: Effective coaches develop a working relationship based on mutual benefit and trust -- Key Practice 7: Effective managerial coaches understand the context, pressures and demands of the junior manager's job.

Key Practice 8: Effective managerial coaches support problem solving -- Key Practice 9: Effective managerial coaches help junior managers prioritize and manage conflicting goals -- Key Practice 10: Effective managerial coaches create accountability for real performance improvement -- Chapter 7: Motivate for Full Engagement -- MOTIVATION LESSONS FOR LEADERS -- UNLEASHING THE POWER OF GEN-X LEADERS -- WHAT THE EXPERTS SAY -- Motivate for Full Engagement -- Does Money Motivate? -- Leadership and Employee Engagement -- Leadership, Motivation and Employee Retention -- Leadership and Motivation -- Chapter 8: Communicate, Communicate, Communicate -- THE MORE THINGS CHANGE . . . -- KEYS TO EFFECTIVE COMMUNICATION -- KUBA: Know, Understand, Believe, Act -- GETTING PERSONAL -- STYLES OF COMMUNICATION -- THE POWER OF STORYTELLING -- The Four Ps of a Powerful Story -- WHAT THE EXPERTS SAY -- Communication and Corporate Culture -- Chapter 9: Delegate Deliberately and Provide Feedback -- DELEGATE DELIBERATELY -- THE DELEGATION MODEL -- PERSONALITY AND ITS IMPACT ON DELEGATION -- DELEGATION AS A DEVELOPMENT TOOL -- FEEDBACK -- Guidelines for Giving-and Receiving-Feedback -- Feedback Fighters: Ten Archetypes -- WHAT THE EXPERTS SAY -- On Delegation -- On Feedback -- Chapter 10: Influential Leadership -- DEVELOPING AWARENESS -- ESTABLISHING CREDIBILITY -- IDENTIFYING KEY STAKEHOLDERS -- BUILDING COLLABORATIVE NETWORKS -- WHAT THE EXPERTS SAY -- The Self-Aware Leader -- Part 3: Leadership Best Practices -- Chapter 11: Align for Results -- LINE OF SIGHT -- LEVERAGING THE PERFORMANCE MANAGEMENT SYSTEM -- A BUSINESS STRATEGY -- THE THREE PHASES OF THE PERFORMANCE MANAGEMENT CYCLE -- Planning Phase -- Performance Phase -- Reviewing Phase -- THE USE-AND MISUSE-OF PERFORMANCE REVIEWS -- Forced Rankings -- A Bad Combination -- Multi-Rater Surveys -- WHAT THE EXPERTS SAY.

Line of Sight -- Performance Management -- Chapter 12: From Doing to Leading, and Other Leadership Transitions -- LEADING VERSUS MANAGING -- THE POWER OF SELF-AWARENESS -- LEADERSHIP TRANSITIONS -- WHAT THE EXPERTS SAY -- From Doing to Leading -- Chapter 13: Onboarding -- A HOLISTIC PROCESS -- An Integrative Process -- A Shared Responsibility -- A MODERN AND STRUCTURED APPROACH -- WHAT THE EXPERTS SAY -- Onboarding -- Chapter 14: Contemporary Development Solutions -- FORMAL, INFORMAL AND SOCIAL LEARNING -- COMMUNITIES OF PRACTICE -- THE FOUR MYTHS OF SOCIAL LEARNING -- Myth 1: Social Learning Is New -- Myth 2: Social Learning Is the Same as Social Media -- Myth 3: Social Learning Is Just for Fun -- Myth 4: Social Learning Doesn't Have Broad Appeal -- WHAT THE EXPERTS SAY -- Conclusion -- References -- About the Author -- Index.