- Shopping Bag ( 0 items )
Your answer reflects directly on your company's ability to recognize true talent. To build business, move development into new areas, and consistently innovate, it's necessary to have the contacts and understanding of the best in your industry. A handful of HR representatives has the business savvy to make and nurture those connections. But the majority of that knowledge rests in the hands ...
Your answer reflects directly on your company's ability to recognize true talent. To build business, move development into new areas, and consistently innovate, it's necessary to have the contacts and understanding of the best in your industry. A handful of HR representatives has the business savvy to make and nurture those connections. But the majority of that knowledge rests in the hands of the most successful executives, who often have their eye fixed on the bottom line, instead of the line of succession, that can make or break an organization.
As executive coaches with a deep understanding of change and challenges in a wide range of industries, Alan Weiss and Nancy MacKay deliver a straight-from-the-hip critique of the structural obstacles that impede true progress, and the solutions-based, accountability—driven measures that you must take to nurture profitable talent while ensuring business growth and success. The Talent Advantage gives you the edge with:
Enriched by their broad knowledge of business growth and executive psychology, Weiss and MacKay show you how to become an effective, well-rounded leader. Their guidance will give you the tools to build the skills, the savvy, and the structure your organization needs to attract and retain top talent, maximize departmental efficiency, and create new avenues of profitability.
About the Authors.
Chapter 1 Why Leaders Must Fight the Battle.
Human Resources is to Talent Search as Airplane Food is to Fine Dining.
Strong leaders attract strong people.
Threatened subordinates sink the ship.
Staff functions are, well, staff functions.
Would YOU be hired by your own HR department today?
Chapter 2 The Five Failings of Non-Extraordinary Leaders (and their cures).
The Leaders’ Dysfunctions Become Everyone’s Dysfunctions.
Priorities: Not making the priority list.
Assessment: Not knowing it if you tripped over it.
Exemplar: Setting the wrong example (cognitive dissonance).
Connections: Career development divorces succession planning.
Women: Not understanding male filters.
Chapter 3 The Three Priorities of the Talent-Seeking Leader.
How to Accelerate and Simplify the Search for Top People.
Winning the war for talent: People.
Strategy development: Involving the right people.
Strategy execution: Creating a culture of accountability for results.
Chapter 4 Talent is More Than Pure Performance.
We’re Not Talking About Performing Seals.
What is talent and why does it matter?
The difference between good and outstanding.
Assessing your resources: The talent test.
Chapter 5 The Semi-Renewable Resource.
You Can Replant Trees, but Talent Doesn’t Grow so Easily.
If talent were readily renewable, every company would be excellent.
Trees don’t move, talent does.
Talent isn’t forever—it can obsolesce.
The last thing you need is parity.
Chapter 6 Talent Is Attracted, Not Recruited.
The Myths of Corporate Recruiting.
Competing by dollars is silly and expensive.
Why “most desired” lists don’t matter.
Maximizing application of talent drives up attraction.
“Shanghaied” sailors eventually mutiny.
Chapter 7 Competitive Advantage Is All Around You.
Talent Builds Advantage From the Inside Out.
Approaching the marketplace from a position of strength.
The value of a strong bench.
The power of human and intellectual capital.
Why talent is often subsumed.
Chapter 8 The Process of Retaining Talent.
Attraction is Useless Without Nurturing and Development.
Nonfi nancial incentives and motivators.
The dynamic of skills, experience, knowledge, and behavior.
Chapter 9 The Aerodynamics of Leadership.
Creating an Arrow and not a Flying Barn.
You may be on the horse, but do you know where it’s going?
Strategy as a daily guide and filter.
Accepting dissent but not rebellion.
Micro- and macro-managing.
Chapter 10 Counterintuitive Development.
Focusing on Top Talent, not Remedial Help.
Minimizing dysfunctional human resource investments.
Recognizing the all-stars.
Creating accountabilities for development.
Sharing success and credit.
Chapter 11 Six Strategies to Win the War for Talent.
Winning Mere Battles is Insufficient.
Create a leadership style that is consistent and transparent.
Create accountabilities for talent creation.
and retention down the line to attract, retain, and develop talent.
Marry career development and succession planning.
Become the leading advocate and avatar for top talent acquisition.
View talent holistically, embracing life balance.
Accept nothing less than extraordinary leadership and talent.
Posted January 22, 2010
No text was provided for this review.