Book Titles

Deliberately putting managers into stretch jobs that will require them to learn and grow is the central development technique of the most successful organizations.

…for employees trying to improve, making real decisions in real time is the central practice activity that produces growth.

Executives consistently report that their hardest experiences, the stretches that most challenged them, were the most helpful.

…most top-performing organizations have explicit coaching and mentoring programs.

The annual evaluation exercise is often short, artificial, and mealy-mouthed. Employees have no idea how well they performed and thus no prospect of getting better.

…nothing stands in the way of frequent, candid feedback except habit and corporate culture.

…cultures can be formidable, but they can be changed. Any enterprise that wants a culture of true candor can have it, and there’s no excuse for not having it.

…cultures can be changed over time, and the best organizations will do the work necessary to change them in order to get the benefits of truly deep and broad feedback.

…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.

Understand that people development works best through inspiration, not authority.