Whatever the specific coaching task in each of these cases, fundamentally, the coach is trying to help the other person change— improve performance, make better choices, do something differently, avoid ineffective behaviors, or change an attitude or perspective.
In the book The Talent Masters, an entire chapter is devoted to the leadership development and mentoring programs Leadership and Talent Consulting has developed for Novartis. The excerpt is a powerful addendum to The Korn/Ferry Institute's recent whitepaper, Accelerated leadership development and succession: Korn/Ferry's impact at Novartis.
Building a career has never been more complex. Even managers and executives, who spend more years in each job than most, change positions about every six years. That means if you’re among this group, you’ll face several potential forks in your career path – and likely will need a new roadmap each time.
Age and Experience- Baby Boomers are staying the their jobs longer... but is that good for business?Article:
At a time of discussions — and, in Europe, street demonstrations — about the fate of older workers, evidence is piling up that people in their 50s and beyond develop new abilities that make them uniquely qualified as entrepreneurs, CEOs and other top-level professionals.
Software companies should fundamentally alter how they select sales executives. Analysis of Korn/Ferry executive assessments shows that the required leadership skills shift significantly with each promotion. The upshot? Top sales managers are not naturally good sales leaders. Software companies would be wise to use a more rigorous, assessment-based approach to recruiting, development, and promotion.
These seven vectors are all coming to a single point. They are all pieces to a bigger puzzle. How can we maximize the ROI on People? How can we maximize our most important asset? The answers are clear. It can be done. It is being done. The principles are easy to understand but hard to implement. The top leaders and HR heads who figure out how will reap the benefits. The rest will be also-rans.
Human resources decisions have not yet risen to the board level in France, even as CEOs and CHROs acknowledge HR’s vital role in value creation. As HR leaders make the case for more strategic consideration of human capital, they should focus on what concerns boards, including performance targets, succession planning, compensation, and creating growth.