| Contents |
Defining talent -- The nine-box technique -- Leadership competencies -- Application to the C-suite -- Understanding motivation -- Sources of motivation -- Organizational climate and high-performance leaders -- Application to the C-suite -- Navigating position, career, and life stages -- Life stage -- Career stage -- Position stage -- Application to the C-suite -- Learning by leading -- Learning in the workplace -- Awareness of learning needs -- Types of work experiences -- Learning orientation -- Application to the C-suite -- Conducting a developmental interview -- Guidelines for introducing the process -- The di meeting -- Application to the C-suite -- Sustaining a development focus -- Transforming your development mind-set -- Incorporating development into your work -- Monitoring development -- Application to the C-suite -- Identifying and addressing derailment risks -- Reasons for derailment -- Yellow flags: early warning signs of derailment -- Guidelines for a derailment discussion -- Application to the C-suite -- Managing transitions -- Reasons for departure -- Graceful goodbyes -- Managing your own exit -- Helpful hellos -- Application to the c-suite -- Fostering an organizational approach to leadership development -- Leadership, not leader, development -- Approaches to leadership development -- Toward leadership development -- Application to the C-suite -- Supporting the development of diverse leaders -- Pressures on under-represented leaders -- Sources and strategies for reaching out and learning more -- Application to the C-suite -- Mastering the differences in age and tenure -- Generation gap -- Impact of age on work relationships -- Influence of tenure -- Application to the C-suite -- Handling delicate transitions -- From clinician to leader -- Major promotion -- Into and within the c-suite -- Pursuing personal development -- The influence of work on life -- Strategies for supporting personal growth and renewal -- Application to the C-suite. |
