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Informationen zum Autor David Clutterbuck is a co-founder and lifetime ambassador of the European Mentoring and Coaching Council and founder of Clutterbuck Associates. Visiting professor at two UK Universities, he is repeatedly among the top 25 HR thinkers in HR Magazine's annual survey, and is the author or co-author of over 50 books, including Mentoring in Action and Building and Sustaining a Coaching Culture , published by Kogan Page. Klappentext If succession planning works, how do the wrong people so often get to the top? Succession planning was once the key to identifying potential leaders to fill important positions. However, in today's rapidly evolving business world traditional succession planning is no longer a viable strategy with research showing that 70% of succession plans fail within two years, simply from lack of management support. In a climate of growing skills shortages and lack of confidence in leadership potential, David Clutterbuck offers a new a process of dialogue between an organization and its employees. The Talent Wave presents a dynamic, flexible approach to succession planning and talent management. Clutterbuck first demolishes most of accepted practice in these areas, and then presents practical solutions which align employee ambitions and business priorities to ensure that organizations have the right leadership in place for ongoing success.With a Foreword from Marshall Goldsmith Zusammenfassung The Talent Wave offers a new way of developing future leaders by aligning employee aspirations with organizational needs. Inhaltsverzeichnis Foreword AcknowledgementsIntroduction01 What's wrong with succession planning?What is succession planning?Models of succession planningKey themes in succession planningHow organizations go about succession planningEffective succession planningEvaluating the effectiveness of succession planningA special problem of succession planning in smaller companiesSo how do the wrong people get to the top?Why succession planning doesn't work: a summarySummary02 A systemic perspective on succession and talentGeneration F: ambassadors of the complex adaptive systemChallenges for HR03 What do we mean by leadership?Post-recessionary leadershipSome critical leadership rolesLeaders versus leadershipFlawed leadershipSummary04 The critical challenges, what is talent?What do we mean by talent?How do definitions of talent affect people's ambitions?How do we identify talent?A simpler way of identifying talentThe linear systems approach: competencies and gridsHow far can we trust competency frameworks?The nine-box grid: a reliable assessment or an illusion of rigour?Is performance really measurable?Is potential really measurable?The "other" talentSummary05 Aligning careers and business needsWhat do organizations and talented employees need to understand about each other?Developing realistic yet flexible and opportunistic career pathsCreating alignmentRecognizing and using "transition points"Retaining talentCreating the environment for alignment06 The critical challenges: the maturity questionManaging the maturity issueManaging potentially fatal flawsMaking the maturity dialogue happen07 Pools, pipelines or waves?Dropping a rock in the talent poolThe perils of pipelinesHarnessing the power of the Talent WaveSummary08 Critical conversationsThe importance of good questionsCritical conversations for succession planningCritical conversation one: internalCritical conversation two: employee and their stakeholdersCritical conversation three: wider organization and employeesCritical conversation four: between social networksA strategy for career and succession planning conversations09 Conversation 1: the inner dialogueManaging the inner dialogueIdentity and valuesTaking responsibility for your own career planningCapturing the inner conversationHow the organization can helpHelping the employee plan their learning journey...
