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Talent Wave Why Succession Planning Fails and What to Do about It

ISBN-10: 0749456973

ISBN-13: 9780749456979

Edition: 2012

Authors: David Clutterbuck, Marshall Goldsmith

List price: $29.99
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Description:

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 the rapidly evolving and changing business world traditional succession planning is not 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 organisation and its employees. The Talent Wave presents a dynamic, flexible approach to succession planning. By attacking many of the foundations on which it grew, Clutterbuck encourages solutions which align employee ambitions and business priorities to ensure your organization has the right leadership in place for ongoing success.
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Book details

List price: $29.99
Copyright year: 2012
Publisher: Kogan Page, Limited
Publication date: 8/3/2012
Binding: Paperback
Pages: 256
Size: 6.14" wide x 9.21" long x 0.55" tall
Weight: 0.836
Language: English

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, published by Kogan Page.

Marshall Goldsmith was born in Valley Station, Kentucky in 1949 and is an American author, professor, consultant, and executive coach. Dr. Goldsmith received his BS from Rose-Hulman Institute of Technology (1970), his MBA from Indiana University (1972), and his PhD from UCLA (1977). Goldsmith was Assistant Professor and then Associate Dean at Loyola Marymount University's College of Business from 1976-2000. He is currently a professor at Alliant International University, he teaches executive education at Dartmouth College's Tuck School, and is a frequent guest speaker at leading business schools. Goldsmith is a co-founder of Keilty, Goldsmith and Company and eventually of Marshall Goldsmith Partners. In November 2009 Dr. Goldsmith was recognized as one of the fifteen most influential business thinkers in the world in a study sponsored by The (London) Times and Forbes. Dr. Goldsmith's books include: The Leader of the Future, The Organization of the Future - 2 (Choice Award), Coaching for Leadership, and Succession: Are You Ready? His latest book is Mojo: How to Get It, How to Keep It, and How to Get It Back When You Need It! (Feb 2010).

Foreword
Acknowledgements
Introduction
What's wrong with succession planning?
What is succession planning?
Models of succession planning
Key themes in succession planning
How organizations go about succession planning
Effective succession planning
Evaluating the effectiveness of succession planning
A special problem of succession planning in smaller companies
So how do the wrong people get to the top?
Why succession planning doesn't work: a summary
Summary
A systemic perspective on succession and talent
Generation F: ambassadors of the complex adapative system
Challenges for HR
What do we mean by leadership?
Post-recessionary leadership
Some critical leadership roles
Leaders versus leadership
Flawed leadership
Summary
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 talent
The linear systems approach: competencies and grids
How 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' talent
Summary
Aligning careers and business needs
What do organizations and talented employees need to understand about each other?
Developing realistic yet flexible and opportunistic career paths
Creating alignment
Recognizing and using 'transition points'
Retaining talent
Creating the environment for alignment
The critical challenges: the maturity question
Managing the maturity issue
Managing potentially fatal flaws
Making the maturity dialogue happen
Pools, pipelines or waves?
Dropping a rock in the talent pool
The perils of pipelines
Harnessing the power of the Talent Wave
Summary
Critical conversations
The importance of good questions
Critical conversations for succession planning
Critical conversation one: internal
Critical conversation two: employee and their stakeholders
Critical conversation three: wider organization and employees
Critical conversation four: between social networks
A strategy for career and succession planning conversations
Conversation 1: the inner dialogue
Managing the inner dialogue
Identity and values
Taking responsibility for your own career planning
Capturing the inner conversation
How the organization can help
Helping the employee plan their learning journey
Summary
Conversation 2: stakeholder dialogue
Dialogue between the line manager and the employee
Looking for talent
Finding development opportunities for the talent in your team
Harnessing stakeholder goodwill in your career and personal development
Dialogue with colleagues
Conversation 3: between the organization and employees
What do organizations need to know about employees' career aspirations?
How to gather and communicate information about likely roles in the future
Using the broader organizational conversation to support the Talent Wave
Making the broad conversation happen
Conversation 4: between social networks
Networking theory
Social networking and succession planning
Integrating organizational and employee social networks
Benefits of integrating organizational and individual social networks
Supporting employee-focused social networking
Summary
Succession planning for a dynamic world
Working within a complex, adaptive system
Harnessing the energy of the Talent Wave
Ensuring that talent development and succession planning systems enable rather than control
Making sure the four conversations happen
So can we prevent the wrong people getting to the top?
Conclusion
References
Index