Title -- Copyright -- Contents -- Foreword -- Acknowledgments -- Introduction -- Chapter 1: What is Talent Leadership? -- The Search for Solutions -- Elements of a Winning Human Capital Mindset -- External and Internal Challenges -- The Stealth Fighter Model -- Assessment and Structure -- The Four Objectives of Deployment -- What About Demarcation? -- Chapter 2: The Stealth Fighter Needs a Target: The Importance of Competencies -- What is a Competency Model? -- Competency-Based HR Systems -- Suggestions on How to Use Competency Models -- JohnMattonePartners' (JMP's) Process for Developing Competency Models -- The Stealth Competency Mapping Process™ (SCMP) -- Chapter 3: The Leadership Wheel of Success™: The Outer Core -- The Outer-Core Leadership Competencies -- Calibrating the Outer Core: The Strategic-Tactical Leadership Index-360™ (STLI-360™) -- Chapter 4: The Leadership Wheel of Success™: The Inner Core and Coaching from the Inside Out -- Learned Helplessness -- Getting Leaders to Change -- Character -- Character and Values -- Harnessing the Power of Character and Values -- Coaching from the Inside Out -- The Power of Versatility -- Chapter 5: The Nuts and Bolts of Positive Performance Management (PPM) -- What If the Truth is Not Told? -- The Ten Elements of Positive Performance Management -- The Three-Part Cycle -- Executing Positive Performance Management -- The Role of the Employee -- The Role of Leaders -- Major Steps in Coaching as a Leader -- Reviewing Performance Goals -- Chapter 6: Succession Planning: Using Assessment to Calibrate Performance, Potential, and Readiness -- Why is Succession Planning Needed? -- Research Findings on Succession Planning -- The Nuts and Bolts -- Assessment: Calibrating Performance, Potential, and Readiness -- Potential-Based Calibration Assessments.

Chapter 7: Psychodynamic Model of Executive Maturity: The Enneagram -- Breaking Down the Enneagram -- How to Use the Enneagram -- Chapter 8: Understanding the Heart Leader Triad: Helpers, Entertainers, and Artists -- Type Two: The Helper -- Type Three: The Entertainer -- Type Four: The Artist -- Chapter 9: Understanding the Head Leader Triad: Thinkers, Disciples, and Activists -- Type Five: The Thinker -- Type Six: The Disciple -- Type Seven: The Activist -- Chapter 10: Understanding the Gut Leader Triad: Drivers, Arbitrators, and Perfectionists -- Type Eight: The Driver -- Type Nine: The Arbitrator -- Type One: The Perfectionist -- Chapter 11: Integrating Assessment Results and Executive Coaching: Development -- Typical Executive Coaching Applications -- Defining the Scope of a Coaching Intervention -- Analysis/PHASE II Feedback Session and Planning Model: Suggested Flow of Meeting -- How to Deliver 360-Degree Results -- Transitioning to Individual Development Planning -- Nine-Box Placement and Executive Coaching -- Defining Action Steps -- The Roles of Stakeholders/Mentors in Building Positive Lasting Change -- LeaderWatch™ Abbreviated Surveys and Follow-Up -- Final Thoughts -- Appendix A: Diagnosing the Health of Your Human Capital/Talent Management Practice -- Appendix B: Diagnosing the Health of Your Succession Management Program -- Appendix C: The Mattone Leadership Enneagram Index (MLEI) -- Bibliography -- Index -- About the Author.