000 08293cam a2200925 a 4500
001 ocn706675826
003 OCoLC
005 20220713060852.0
006 m o d
007 cr cnu---unuuu
008 110310s2011 cau ob 001 0 eng d
010 _a 2010043314
040 _aN$T
_beng
_epn
_cN$T
_dYDXCP
_dE7B
_dCDX
_dOCLCQ
_dFXR
_dTEFOD
_dOCLCQ
_dOCLCF
_dNLGGC
_dUMI
_dCBT
_dTEFOD
_dOCLCQ
_dDEBSZ
_dOCLCQ
_dAZK
_dAGLDB
_dOCLCQ
_dCOCUF
_dOCLCQ
_dCNCGM
_dMOR
_dPIFAG
_dX#7
_dXY7
_dOCLCQ
_dU3W
_dSTF
_dWRM
_dVNS
_dVTS
_dINT
_dVT2
_dOCLCQ
_dWYU
_dJBG
_dTKN
_dUAB
_dAU@
_dS2H
_dOCLCQ
_dVLY
_dOCLCQ
_dOCLCO
_dUK7LJ
_dOCLCO
019 _a705263668
_a778356630
_a961500727
_a962660118
_a1055331328
_a1065046891
_a1081204798
_a1103270149
_a1129361135
_a1153011280
_a1162456897
_a1252906488
020 _a9780470937013
_q(electronic bk.)
020 _a0470937017
_q(electronic bk.)
020 _a9780470937037
_q(electronic bk.)
020 _a0470937033
_q(electronic bk.)
020 _a1282989758
020 _a9781282989757
020 _a9786612989759
020 _a6612989750
020 _z9780470593646
020 _z0470593644
029 1 _aAU@
_b000053277710
029 1 _aAU@
_b000062338180
029 1 _aAU@
_b000067106550
029 1 _aDEBBG
_bBV042966782
029 1 _aDEBSZ
_b421635649
029 1 _aHEBIS
_b29981761X
029 1 _aNZ1
_b13932135
029 1 _aAU@
_b000069150572
035 _a(OCoLC)706675826
_z(OCoLC)705263668
_z(OCoLC)778356630
_z(OCoLC)961500727
_z(OCoLC)962660118
_z(OCoLC)1055331328
_z(OCoLC)1065046891
_z(OCoLC)1081204798
_z(OCoLC)1103270149
_z(OCoLC)1129361135
_z(OCoLC)1153011280
_z(OCoLC)1162456897
_z(OCoLC)1252906488
037 _aCL0500000126
_bSafari Books Online
037 _a82025910-F914-4F45-9C99-F3DC02A35853
_bOverDrive, Inc.
_nhttp://www.overdrive.com
050 4 _aHD57.7
_b.B36647 2011eb
072 7 _aBUS
_x071000
_2bisacsh
082 0 4 _a658.4/092
_222
084 _aBUS030000
_2bisacsh
049 _aMAIN
100 1 _aBarner, Robert
_q(Robert W.)
_9261413
245 1 0 _aAccelerating your development as a leader :
_ba guide for leaders and their managers /
_cRobert Barner.
260 _aSan Francisco, CA :
_bPfeiffer,
_c©2011.
300 _a1 online resource (252 pages)
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _adata file
520 _a"The book will be used in a variety of ways: To jump-start high-potential development training programs As part of an organization's training program in 'managers as coaches To support self-study and self-directed development on the part of high-potential leaders As an HR handout piece to help senior executives understand their roles as HIPO mentors and sponsors To provide a useful approach to HIPO development for L & D, OD, and HR leaders who have been tasked with initiating high-potential leadership development programs To support executive coaching certificate programs sponsored by universities and private consultants As a useful handout tool for executive coaches who are attempting to bring their clients and clients' managers in alignment regarding the intended goals, outcomes, and process involved in high-potential development. Part 1 Chapter 1: Identify the Gap The chapter explains how to use focus groups and assessment interviews to identify such positions. It also explains how to use scenario development to forecast future leadership requirements, and to identify those future demands that are very different from the current state. Chapter 2: Build the Plan: This chapter suggests taking the opposite approach, by first identifying the key demand features of next-level assignments. Simply put, the development plan should be able to spell out how a leader will be needed to grow and develop in order to successfully meet next-level challenges. Examples would include the ability to develop yearly sales and revenue forecasts, negotiate multiproduct sales with key corporate clients, or secure sponsorship for corporate initiatives. Chapter 3: Identify Test Points and Hurdles: This chapter explains how to pinpoint critical organizational events and experiences that can provide a clear test of where a leader currently is in the development process. Chapter 4: Guiding Accelerated Development: This chapter provides helps readers distinguish between "forward-focused coaching", or coaching for next-level assignments, and remedial and transitional coaching. It offers guidelines for improving the effectiveness of managerial coaching, third-party coaching, and peer coaching. Chapter 5: Tracking & Evaluation: Many leadership development efforts fail because they lack a formal process for helping leaders track their progress against set development goals. This final chapter spells out a simple approach for setting up such a tracking system. It also explains how to leverage technology (Ft. Hill's Friday5s system) to maintain momentum in coaching and to assess the overall effectiveness of the coaching process. Part 2 Chapters 6: Managing a Company of One: This chapter explains why it is so important in the current business climate to take charge of one's development as a leader. It spells out what companies are looking for in identifying high-potential leaders, with emphasis on the concept of learning agility. Chapter 7: Spanning the Gap: This chapter outlines a simple proves that leaders can use to solicit information from their managers and senior leaders about changing job requirements, critical development gaps, and how those gaps translate into leadership competencies and experience. Chapter 8: Building Your Plan: This chapter shows readers how to take the lead in working with their managers to identify and clearly define development goals. It also explains how leaders can build their development plans around "naturally occurring events" within the leader's work schedule, to ensure that development actions are closely linked to business requirements. Chapter 9: Identifying Test Points and Hurdles: This chapter helps readers understand the steps they can take to work with their managers identify test points and hurdles, and to build these factors into their planning process. Chapter 10: Accelerating Development: This chapter outlines a number of guidelines that a leader can follow to reduce the time required for development. It explains how to make the best use of developmental feedback, and how to fully engage in, and leverage managerial and third-party coaching. Chapter 11: Gauging Progress: This final chapter suggest steps that leaders can take to assess their own progress in development, and to make mid-course corrections to their planning process."--
_cProvided by publisher
588 0 _aPrint version record.
505 0 _apt. 1. Participant's guide -- pt. 2. Leader's guide.
504 _aIncludes bibliographical references and index.
546 _aEnglish.
590 _aeBooks on EBSCOhost
_bEBSCO eBook Subscription Academic Collection - Worldwide
650 0 _aLeadership.
650 0 _aPersonal coaching.
650 0 _aExecutive coaching.
_952771
650 0 _aManagement.
650 2 _aLeadership
650 6 _aLeadership.
650 6 _aAccompagnement (Psychologie)
_9867256
650 6 _aAccompagnement de gestionnaires.
_9987837
650 6 _aGestion.
_9475858
650 7 _amanagement.
_2aat
650 7 _aBUSINESS & ECONOMICS
_xLeadership.
_2bisacsh
650 7 _aExecutive coaching.
_2fast
_0(OCoLC)fst00917802
_952771
650 7 _aLeadership.
_2fast
_0(OCoLC)fst00994701
650 7 _aManagement.
_2fast
_0(OCoLC)fst01007141
650 7 _aPersonal coaching.
_2fast
_0(OCoLC)fst01058571
655 0 _aElectronic books.
655 4 _aElectronic books.
776 0 8 _iPrint version:
_aBarner, Robert (Robert W.).
_tAccelerating your development as a leader.
_dSan Francisco, CA : Pfeiffer, 2011
_z9780470593646
_w(DLC) 2010043314
_w(OCoLC)664666774
856 4 0 _uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=354764
938 _aCoutts Information Services
_bCOUT
_n17368707
938 _aebrary
_bEBRY
_nebr10441398
938 _aEBSCOhost
_bEBSC
_n354764
938 _aYBP Library Services
_bYANK
_n3602843
938 _aYBP Library Services
_bYANK
_n12667979
994 _a92
_bINOPJ
999 _c2937607
_d2937607