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1、Incompanieswhereleadershipdevelopmentreallyworks,itisnotastand-aloneactivity.Itisacoreprocessofthebusiness^dyedintoitsveryfabric.GrovtfingTalentasifYourBusinessDependedonItbyJeffreyM.Cohn,RakeshKhurana,andLauraReevesNTHETHIRTEENTHCENTURY,ittooktheCollegeofCardinalsalmostt
2、hreeyearstoanointasuccessortoPopeClementIV.ITobreakthestalemate,oneofhistory'smostbitterorganiza-tionaldeadlocks,churchofficialsbeganlimitingthefoodanddrinktheyprovidedthevotingcardinals,eventuallygivingthemjustbreadandwater.Fortunately,today'scardinalsdon'tseemtoneedsuch
3、harshincentives:IttookthemlessthanaweektochooseBenedictXVI.OCTOBER200563CrowingTalentasifYourBusinessDependedonitWhenitcomestosuccessionplanning(and,byexten-andattractiveidentitj^itsemployeesperceivethatlead-sion,leadershipdevelopment)inthebusinessworld,cor-ershipdevelopm
4、entprocessesarewhattheyaredeclaredporateboardscoulddowithasimilarsenseofurgency-tobe.Suchcoherence,identity,andauthenticity,intum,thoughwewouldn'tnecessarilyadvocatestarvingthemmakeiteasierforthecompanytoattractthefuturelead-intoit.Traditionally,boardshaveleftthesetasksve
5、ryersitneeds.muchuptotheirCEOsandhumanresourcesdepart-Inthefollowingpages,we'lldescribewhatsomeofments.There'sasimplereasonwhydirectorspaysolittlethecompanieswe'vebeenobservingaredoingtocreateattentiontotheseactivities:Theydon'tperceivethatastrong,effectivesuccession-plan
6、ningandleadershiplackofleadershipdevelopmentinacompanyposesthedevelopmentprograms.First,let'stakeacloserlookatsamekindofthreatthataccountingblundersormissedwheremanycompaniesgowrongwhentheysetouttoearningsdo.growgreatmanagers.That'sashortsightedview.Companieswhoseboardsan
7、dseniorexecutivesfailtoprioritizesuccessionplanningandleadershipdevelopmentendupeitherexperiencingEveryWhichWayasteadyattritionintalentorretainingpeoplewithout-TysonFoods,afamily-controlledcompanybasedindatedskills.SuchfirmsbecomeextremelyvulnerableSpringdale,Arkansas,pro
8、videsagoodexampleofwherewhentheyhavetocopewithinevitableorganizationalup-companiescanfallshortin