Cover -- The Professional Practice Series -- Series page -- The Professional Practice Series -- Title page -- Copyright page -- Contents -- List of Figures, Tables, and Exhibits -- Foreword: Series Editor -- Foreword: A Senior HR Executive Perspective -- Foreword: A Senior Line Executive Perspective -- Acknowledgments -- The Editors -- The Contributors -- Section One: Introduction -- CHAPTER ONE: Experience-Driven Leadership Development: Surveying the Terrain -- Putting Experience at the Heart of Development -- Driven by the Business Strategy -- Focused on Experience -- Identifying Potential -- Mechanisms for Movement -- Catalysts for Development -- Organization of Chapters -- References -- Section Two: Putting Experience at the Center of Talent Development Systems -- CHAPTER TWO: Building Leadership Breadth at Eaton Corporation -- Leadership Development to Support Business Strategy -- Moving Across Boundaries -- Cross-Business Experience -- Crossing from Line to Staff -- Cross-Regional Moves -- Cross-Functional Moves -- Conclusion -- Reference -- CHAPTER THREE: Developing a Pipeline of Internal Leadership Talent at 3M -- The Role of Learning in an Innovation Culture -- Leaders Teaching Leaders -- Mentors, Sponsors, and Champions -- Mentoring -- Sponsorship -- Champions -- Talent Reviews -- Experiences Matter -- Individual Assessment -- Leaders Developing Leaders -- Lessons Learned -- References -- CHAPTER FOUR: Developing Leaders at All Levels at Yum! Brands -- Design of the Leadership Development Framework -- Development of Framework Elements -- Experience-Based Development -- Culture -- Leadership Development 1: Leading Self for Breakthrough -- Leadership Development 2: Leading Others for Breakthrough -- Leadership Development 3: Taking People with You -- Organizational Processes -- Launch Strategy -- Initial Research on Effectiveness.

Lessons Learned -- References -- CHAPTER FIVE: Experienced-Based Development: Building a Foundation at Kelly Services -- Foundational Enablers -- Defining the Employee Lifecycle -- Defining Leadership -- Defining a Shared Framework for Experience-Based Development -- Embedding Experience-Based Development in Key Processes -- Selection -- Performance Management -- Assessment -- Development -- Succession -- Transition -- Conclusion -- References -- CHAPTER SIX: Leading from Where You Are: Driving On-the-Job Development into the Whole Organization -- Five Design Characteristics for Viral On-the-Job Development Initiatives -- An Executive On-Boarding Program That Is Strategic, Simple, Sneeze-able, Systemic, and Sustainable -- Building On-the-Job Development into Organizational Talent Management Systems -- Succession Management -- Performance Management -- People, Networks, and Learning Communities -- Conclusion -- References -- Section Three: Designing Job Experiences for Leader Development -- CHAPTER SEVEN: A Project-Based Approach to Developing High-Potential Talent in the Tata Group -- Tata Group Ethos and Expanse -- TAS: A Vehicle for Leadership Development -- Recruitment and Selection: In Search of Top Talent -- Overview of Recruitment and Selection -- TAS Leadership Program -- Induction -- Projects -- The First Year Project Cycle: An Illustration -- Review Mechanisms -- Embarking on a Career with the Tata Group -- The First Assignment: Understanding the Work Environment and Self -- The Second Assignment: Managing Self and Others -- On the Threshold of Leadership -- Conclusion -- References -- CHAPTER EIGHT: Collaborative Leadership in the Intelligence Community: Joint Duty Program -- Origin -- Joint Duty Program -- Selection for Joint Duty Assignments -- Jointness as a Strategy -- Jointness as Leadership Development.

Augmenting Leader Development While on Rotation -- Implementation -- Program Visibility -- Orientation -- Amount of Structure -- Reintegration -- Performance Management and Recognition -- Expanding to Junior Employees -- Support for Mobility -- Evaluation and Insights -- Practice Pointers for Developing Rotational Assignment Programs -- Pitfalls and How to Avoid Them -- Conclusion -- References -- CHAPTER NINE: Advancing Strategic Work and Accelerating Leadership Talent at GlaxoSmithKline -- The CEO's Future Strategy Group -- Origins of FSG -- Selection Criteria -- Structure of the Experience -- Career Progression for Participants -- A Researched Review of FSG -- Joining the FSG -- The FSG Developmental Experience -- Recommendations and Questions Going Forward -- Professionalism of the Process -- Organizational Value -- Role of the CEO, Corporate Executive Board, and Strategy Office -- Setting Balanced and Overt Expectations -- Developing a Challenger Spirit -- Applying "Developmental Heat" Principles -- Conclusion -- References -- CHAPTER TEN: Developing IBM Leaders Through Socially Responsible Services Projects -- How It Started -- Who Goes on Assignment -- How It Works -- Team Preparation -- On Assignment -- Post-Assignment Give-Back -- Program Impact -- Impact on Participants -- Impact for IBM -- Impact on Society -- Starting a Global Service Program -- References -- CHAPTER ELEVEN: Using Part-Time Assignments to Broaden the Senior Leadership Pipeline at Genentech -- Context -- Development of the Experiment -- Prototype Design -- Participants -- Organizing Framework -- Program Development and Education -- The Pilot Program -- Group Sessions -- Business Events -- The Self-Service DDP Website -- DDP Development Methodology -- Usage of Website -- Lessons Learned -- Resources.

CHAPTER TWELVE: An Indian Experience of Leader Development: The Fire of Experience and Krishna-Arjuna Coaching -- The JK Group (Eastern Zone) Today -- Finding and Developing Tomorrows' Top Leaders: A Fresh Approach -- The Fire of Experience Program: An Overview -- Preparation: Creating a Safety Net of People and Relationships -- The Krishna-Arjuna Relationship -- The Stakeholders -- The Orientation Sessions -- The Participants Prepare -- The First Assignment: Becoming a Better Boss -- Launch Workshop and First Executive Coaching Session -- The 360-Degree Dipstick Survey -- Quarterly Stakeholder Review -- Becoming a Better Boss: Reported Behavior Changes -- Final Phase: Two More Developmental Assignments -- Truck Wheels: Commercial Vehicle Total Tire Management -- Transforming a Rural School into a Center of Excellence -- Kudos and Watch-Outs: Lessons Learned by Program Designers -- Future Incarnations of the Fire of Experience Program -- References -- CHAPTER THIRTEEN: Virtual Reality and Leadership Development -- Technology Enablers: Virtual Humans and Social Simulation -- Virtual Humans as Role Players -- Social Simulation -- Designing for Learning -- Guided Experiential Learning -- Designing Compelling Experiences -- Conceptualize and Create the System -- Two Examples -- Leadership Counseling Skills -- SimCity® for Commanders -- Lessons Learned -- References -- Section Four: Maximizing Learning from Experience -- CHAPTER FOURTEEN: Formal Development Enhances Learning from Experience at Microsoft -- Value Differentiators and Design Principles -- Address Live Business Challenges -- Enroll the Right People -- Flip the Classroom -- Leverage Your Leaders -- Provide Real-Time Support -- Case Studies -- Case Study 1. Shifting Leadership Culture -- Impact -- Case Study 2. Building Perspective on Emerging Markets -- Impact -- Conclusion -- References.

CHAPTER FIFTEEN: Experience-Based First-Line Manager Development at HEINEKEN -- Business Context -- Target Audience -- Designing the Intervention -- Discovery Through Curiosity -- Commitment Through Engagement -- Anchoring Through Testing -- Implementing Through Learning -- Program Description -- Kick-Off -- Workshops -- Continuous Learning Groups -- Pilots and Deployment -- Impact -- Looking Forward -- Insights and Inquiry -- People Want Programs -- Ongoing Investment Required -- Existing Structures Will Be Upset -- References -- CHAPTER SIXTEEN: Turning Experience into Expertise: The Everyday Learning Disciplines for Leaders -- Principles of Expertise -- Expertise Is Extreme Adaptation to Context -- Elite Performance Is Non-Transferable -- Expertise Takes Time and Experience to Develop -- Experience ≠ Excellence -- Experience Builds Flexibility and Automaticity -- The Expert Paradox: Automaticity Interrupted -- How Experts Practice -- The Everyday Learning Disciplines for Leaders -- Discipline 1: Position for Stretch -- Discipline 2: Surface the Story -- Discipline 3: Challenge the Story -- Discipline 4: Prepare for Deliberate Practice -- Discipline 5: Practice in Real Time -- Discipline 6: Evaluate Performance -- Discipline 7: Capture Lessons of Experience -- Discipline 8: Forecast Opportunities for Repetition -- How Leadership Development Professionals Can Enhance Learning from Experience -- Talent Professionals -- Learning and Development Professionals -- Conclusion -- References -- CHAPTER SEVENTEEN: Catalytic Converters: How Exceptional Bosses Develop Leaders -- Good Bosses and Developmental Experiences -- Providing Opportunities for Growth -- Providing Exposure to Senior Executives -- Making Connections and Opening Doors -- Developing Skills and Mitigating Flaws -- Inspiring -- Raising the Bar -- Demanding Excellence -- Watch Me, Listen to Me.

Offering Career Advice and Guidance.