March 2008
The Changing Face of Leadership
It used to be fairly easy to earmark a high-potential candidate for a leadership position because there were certain competencies that needed to be obtained before moving that employee into an executive post. But, as you will see by several of the articles in this issue, a slew of strategic and operational challenges are changing the makeup of a leader on a global scale.
Girl Scouts CEO Kathy Cloninger insists that the future workforce needs to discard the current perception of leadership as power and control, and change the definition of leadership to include being able to have empathy for and relate well to others and appreciate diversity. That is all part of her strategic transformation of the 95-year-old not-for-profit organization.
And, according to a new “DNA” model, an excellent leader doesn’t necessarily make an excellent global leader. Leading globally is not just about knowing the cultural differences that can make or break a business deal; it’s about gaining respect through a unique mix of knowledge, experience, competencies, and personal attributes.
These development philosophies are putting greater emphasis on leadership development and succession planning. It is not enough anymore to wait for high-potential future leaders to come knocking at your door. Identifying, selecting, and developing leaders for the international arena is critical.
Do you have a plan in place to move your star performers into leadership roles in the future? If you don’t, you may be setting your company up for a fall from grace.
Paula Ketter
Editor, T+D
pketter@astd.org
FEATURES
LEADERSHIP DEVELOPMENT
Scouting for Leaders
By Paula Ketter
The Girl Scouts of the USA are transforming their leadership development programs for girls, volunteers, and staff.
FREE PDF
GLOBAL LEADERSHIP
DNA of a Global Leader
By David Tessman Keys and Richard S. Wellins
Creating a new generation of global leaders will take a strategy that includes identifying and developing future leaders.
PURCHASE ARTICLE
LEADERSHIP DEVELOPMENT
Recipe for Change
By Jordan W. Mora, Abram W. Kaplan, Laura M. Wies, and Meredith A. Atwood
U.S. Geological Survey uses 360-degree assessments to create a leadership culture.
PURCHASE ARTICLE
TALENT MANAGEMENT
Talent Management Up for Grabs?
Learning executives discuss who should own talent management and what to do when a CEO doesn’t want to teach.
PURCHASE ARTICLE
ORGANIZATIONAL CHANGE
Organizational Culture
By Dorian LaGuardia
Organizational culture is much easier to change than we imagine.
PURCHASE ARTICLE
DESIGNING LEARNING
Blueprint for Planning Learning
By Jay Bahlis
Using predictive analysis to plan learning can pay big dividends for your organization.
PURCHASE ARTICLE
TALENT MANAGMENT
Rapid Talent Development
By Jean Adams
E-learning offers myriad opportunities for rapid talent development.
PURCHASE ARTICLE
Executive Summaries
DEPARTMENTS
INTELLIGENCE
Right to Privacy Spurs Training
A spike in the demand for training is helping employers avoid liability.
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RE:SEARCH
Retention Tension: Keeping High-Potential Employees
A recent study reveals that employers are having a tough time keeping frontline and high-potential employees.
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TRENDS
Educating the ‘C’ Class
Multiple trends are shaping executive education.
PURCHASE ARTICLE
FUNDAMENTALS
The Reluctant Trainer
There are many time-tested strategies to help subject matter experts become master trainers.
PURCHASE ARTICLE
DEVELOPMENT
Playing the ‘Office Politics’ Game
You’ll find success in the workplace if you manage office politics the right way.
PURCHASE ARTICLE
IN EVERY ISSUE
WHAT THINGS COST
What Does It Cost for Language Services?
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THE LONG VIEW
T+D profiles Noel Tichy, professor of organizational behavior and human resource management at the University of Michigan Business School in Ann Arbor, Michigan.
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CAREER PATH
Dear Coach
What are your career aspirations? This column will guide you to a new career stage.
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BOOKS
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