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…employees consistently put continuous professional development on or near the top of their criteria for choosing an employer.
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127 |
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By continually attracting the most promising graduates… and then developing them further, these companies… enhance their ability to attract the best…
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127 |
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Deliberately putting managers into stretch jobs that will require them to learn and grow is the central development technique of the most successful organizations.
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129 |
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…developing future leaders earlier than other companies creates a competitive advantage that lasts for decades, as… pipelines of high achievers become bigger, better, and more reliable.
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133 |
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Understand that people development works best through inspiration, not authority.
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134 |
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You don’t develop people on the cheap, and you don’t just bolt a development program onto existing HR procedures.
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134 |
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Though executives at the best companies talk about their leadership development programs, they generally realize the term isn’t quite right. Developing leaders isn’t a program – it’s a way of living.
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135 |
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Just as great individual performers possess highly developed mental models of their domains, the best teams are composed of members who share a mental model…
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141 |
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The effects of deliberate practice activities are cumulative. The more of a head start your organization gets in developing people individually and as teams, the more difficult it will be for your competitors ever to catch you.
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144 |
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In corporate settings, most leadership development programs stretch participants a bit, but not too much. Dropout rates are low, by design.
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