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Grow Your Own Leaders
Book

Grow Your Own Leaders

How to Identify, Develop and Retain Leadership Talent

Matthew J. Paese, Audrey B. Smith and William C. Byham
FT Prentice Hall, 2002
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Editorial Rating

7

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  • Applicable

Recommendation

This is a comprehensive guide to identifying and developing future leaders. The authors present an exhaustive (sometimes exhausting) explanation of a program called "Acceleration Pooling" - a fancy collective name for grouping everyone in your firm who has the potential to lead. Much of the content seems like common sense, yet, organizations harried by short-term challenges can easily neglect long-term tasks, such as leadership development. This carefully planned, meticulously documented approach may keep organizations from neglecting the future. Despite its turgid, jargon-choked style, this book may fill the need. Time-pressed managers can glean the most important points quickly from chapters 2, 6 and 16, which have some solid gold principles of succession planning. Human Resource managers will want to delve into the other chapters. The authors, who are consultants, make a strong case for hiring consultants to implement this system, and have registered, copyrighted, service marked and/or trademarked every form and bit of terminology that could possibly be protected. getAbstract.com notes that many of these leadership building methods, tools and techniques are in the public domain, in case you want to do-it-yourself, using this guide book.

Summary

Leadership Development

Businesses face a leadership shortage. Headhunters, retirements and greener pastures all make highly skilled potential leaders hard to keep. To fill leadership slots, businesses must either raid other organizations for talent, or find a way to develop and retain the potential leaders among current employees. Doing nothing isn’t a realistic option - organizations that lack good leadership don’t last long.

Businesses need leaders to create and implement strategies, but these leaders won’t just "bubble up" on their own. Leadership development takes time, work and resources. Potential leaders need to recognize and respond to development opportunities. They are, to some extent, responsible for knowing their own strong and weak points. But the company should work with these high-potential people to make sure that their assignments help build the necessary leadership skills. Deciding in advance which people will fill which jobs is not the best way to develop future leaders. It’s much better to assemble a pool of people skilled and flexible enough to handle several senior management jobs. The exception is the top job. For this job, companies need to ...

About the Authors

William C. Byham, Ph.D., co-author of Zapp!TM The Lightning of Empowerment and author of HeroZTM - Empower Yourself, Your Co-Workers, and Your Company, is chairman and CEO of the human resources consultancy Development Dimensions International (DDI). Audrey B. Smith, Ph.D., is consulting vice president of the Staffing and Assessment Consulting group and the Executive Succession Management Group at DDI. Matthew J. Paese, Ph.D., leads and manages DDI’s Executive Development Practice.

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