Using Experience to Develop Leadership TalentHow Organizations Leverage On-the-Job Development
J-B SIOP Professional Practice Series 1. Aufl.
How organizations can effectively put experience at the center of the development process Research increasingly and conclusively shows that effective leaders continue to learn, grow, and change throughout their careers and that a significant part of this development occurs through on-the-job experiences. Co-Published by the Society of Industrial and Organizational Psychology and sponsored by the Center for Creative Leadership, Using Experience to Develop Leadership Talent provides real-world strategies, best practices, lessons learned, and global perspectives on how organizations effectively use experience to develop talent. Provides an in-depth look at a variety of leader development initiatives that have taken up the challenge of putting experience at the center of the development process Written by senior practitioners who have implemented initiatives they write about Shares new development planning tools, systematic approaches to managing the assignments of high potentials, tools to educate managers on how to find assignments that meet their employee's development needs Includes online resources that allow employees to search for development opportunities Describing challenges and practices in multinational companies around the world, Using Experience to Develop Leadership Talent will serve as a focused guide to how organizations can use on-the-job development to reshape leader development practices that better integrate work and learning.
List of Figures, Tables, and Exhibits xiii Foreword: Series Editor xvii Foreword: A Senior HR Executive Perspective xxi Foreword: A Senior Line Executive Perspective xxv Acknowledgments xxvii The Editors xxix The Contributors xxxi Section I: Introduction 1 1 Experience-Driven Leadership Development: Surveying the Terrain 3Morgan W. McCall, Jr., and Cynthia D. McCauley Section II: Putting Experience at the Center of Talent Development Systems 17 2 Building Leadership Breadth at Eaton Corporation 19Connie Wayne 3 Developing a Pipeline of Internal Leadership Talent at 3M 42Karen B. Paul, Cindy Johnson, and Kathie Karls 4 Developing Leaders at All Levels at Yum! Brands 64J. Tim Galbraith and Jim Howard 5 Experience-Based Development: Building a Foundation at Kelly Services 93Brad Borland, Terry Hauer, and Laura Ann Preston-Dayne 6 Leading from Where You Are: Driving On-the-Job Development into the Whole Organization 114Paul R. Yost Section III: Designing Job Experiences for Leader Development 137 7 A Project-Based Approach to Developing High-Potential Talent in the Tata Group 139Aditya Ahuja, Radhakrishnan Nair, and Asma Bagash 8 Collaborative Leadership in the Intelligence Community: Joint Duty Program 154Elizabeth B. Kolmstetter 9 Advancing Strategic Work and Accelerating Leadership Talent at GlaxoSmithKline 188Kim Lafferty and Steve Chapman 10 Developing IBM Leaders Through Socially Responsible Service Projects 205Vicki L. Flaherty and Mathian Osicki 11 Using Part-Time Assignments to Broaden the Senior Leadership Pipeline at Genentech 228Nisha Advani 12 An Indian Experience of Leader Development: The Fire of Experience and Krishna-Arjuna Coaching 250P. V. Bhide, Meena Surie Wilson, Rajeev Kakkar, and Dilep Misra 13 Virtual Reality and Leadership Development 278Randall W. Hill, Jr. Section IV: Maximizing Learning from Experience 305 14 Formal Development Enhances Learning from Experience at Microsoft 307Lori Homer 15 Experience-Based First-Line Manager Development at HEINEKEN 331Mary Mannion Plunkett and Dagmar Daubner 16 Turning Experience into Expertise: The Everyday Learning Disciplines for Leaders 355Jeffrey J. McHenry and D. Douglas McKenna 17 Catalytic Converters: How Exceptional Bosses Develop Leaders 396Morgan W. McCall, Jr., and Jeffrey J. McHenry Section V: Conclusion 423 18 Putting Experience at the Heart of Leader Development: Concluding Thoughts 425Cynthia D. McCauley and Morgan W. McCall, Jr. Name Index 437 Subject Index 443
Cynthia McCauley is a senior fellow at the Center for Creative Leadership (CCL) in Greensboro, NC. From her broad research and applied experience, she has developed expertise in leader development methods, including developmental assignments and relationships, 360-degree feedback, and action learning. She has co-developed a number of CCL’s assessment tools and is co-editor of three editions of The Center for Creative Leadership Handbook of Leadership Development. Morgan McCall is a professor of management and organization in the Marshall School of Business at the University of Southern California. His research on the development and derailment of executives has appeared in numerous books and articles, including the trilogy The Lessons of Experience, High Flyers, and Developing Global Executives. He has applied his work on experience-based leader development at numerous companies, including Disney, Toyota, Microsoft, and Proctor & Gamble. Learn more at www.experiencedrivendevelopment.com
The world’s top organizations know that success is impossible without strong leaders. Developing this world-class leadership requires identifying people with potential, giving them challenging assignments, and holding them accountable for results and for their own growth. Yet many organizations struggle to put leaders in situations that allow them to learn and lead. In Using Experience to Develop Leadership Talent, leadership development practitioners describe how they have faced this challenge and put experience at the center of targeted initiatives for developing exceptional leadership. Compiled by long-time leaders in experience-driven leader development, Using Experience to Develop Leadership Talent is full of successful strategies for creating growth experiences and maximizing the lessons they offer. The architects behind initiatives at international organizations like 3M, GlaxoSmithKline, and Microsoft also share how they partner with line managers to link experience-driven development to business strategy, identify the right talent to place into key experiences, and move people into developmental assignments outside their current job. In addition, the volume provides important insights on special topics such as virtual reality experiences, bosses who are exceptional people-developers, and driving on-the-job development into the whole organization. The Society for Industrial and Organizational Psychology (SIOP) commissioned this book in order to bring together for the first time a wide range of practices for putting on-the-job leader development to work. Putting experience at the center of leadership development is not just a passing trend. The approach is research-based and extensively supported by theory and practice. For organizations of all sizes, Using Experience to Develop Leadership Talent is an important step in the process of developing a next-generation talent management methodology.
Real-world initiatives that turn experiences into leadership excellence Developing strong leadership means intentionally leveraging the process of experienced-driven learning. It’s a tall order, but 3M, Microsoft, Tata Group, HEINEKEN, and other organizations around the globe have done it. For the first time, the tactics they use to build outstanding leadership are collected in one volume, described by the very people who created them. In this book, I-O professionals, talent managers, and leadership researchers provide answers to questions like: How can organizations identify experiences that matter for leadership development? What techniques best help leaders take advantage of experience? What lessons do experiences offer and reinforce? How can coaching, mentoring, and training support on-the-job development? How can experience-based development initiatives align with strategic goals? Praise for Using Experience to Develop Leadership Talent “It may be obvious that leadership is learned through experience, but it’s far from obvious how organizations can use experience more systematically and effectively to develop the leaders they need. This book forges the path from the abstraction to the reality, and the lessons contributors have learned will help anyone interested in using experience to develop leadership talent.” —Edward E. Lawler III, Distinguished Professor, Marshall School, University of Southern California “Using Experience to Develop Leadership Talent provides a wealth of case examples coupled with current thinking that will help companies grow talent through experience planning. This is a must have volume for talent management and leadership development practitioners in any setting.” —Allan H. Church, Ph.D., Vice President Organization Development & Executive Assessment, PepsiCo ?“This exceptional book provides pragmatic case studies of learning through experience that help the reader turn ideas into actions and demonstrate how leading companies develop others through experience. Each case is a unique experience; the cumulative effect of all the cases is a pattern with principles for learning through experiences.” —Dave Ulrich, Professor, Ross School of Business, University of Michigan, and Partner, The RBL Group