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Talent Leadership: A Proven Method for Identifying and Developing High-Potential Employees
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Talent Leadership: A Proven Method for Identifying and Developing High-Potential Employees
by Jac Fitz-enz, Luiz Xavier, John Mattone
Talent Leadership
Cover
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
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Introduction
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Chapter 1: What is Talent Leadership?
TALENT
LEADERSHIP
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